Designed to build a team of individuals who support the mission, vision and each other.

1. BUILDING A CULTURE
OF TEAMWORK
SOME PRACTICAL STRATEGIES FOR
HOPE EDUCATIONAL DISTRICT
A PRESENTATION FOR THE GLOBAL
LEARNING VILLAGE
DR. CHANEY WILLIAMS-LEDETDR. CHANEY WILLIAMS-LEDET

2. As you watch the video, reflect and write on the
following questions:
1. What does it mean, “one band, one sound” as it
relates to teamwork.
2. Why did Dr. Lee respond to the student about “not
being his roommates mother”
3. What are three lessons that can be learned about
team work from the video.
http://vimeo.com/71461950
“ONE BAND, ONE SOUND”

3. VISION OF GLV HOUSTON
The vision of Global Learning Village is
supported by the school's mission. The
structures to support the vision and the
mission are a comprehensive, rigorous
and seamless vertically aligned K-12
instructional program.

4. MISSION OF GLV
GLV’s mission is to equip students to become
critical thinking, global learning, multilingual
students in order to become positive, contributing
members of the world community. In order to
become multilingual, students at GLV will
participate in a language immersion program in
which they will learn English, Spanish, and
Mandarin Chinese languages and culture.

5. GOALS OF GLV
Technology : Students will be introduced to educational and
interactive technology tools like mobile devices and computers that
will give them a cutting edge advance on technology.
Small classes: By keeping classes small in number, our students are
afforded the opportunity to grow and become more efficient in their
learning.
Diversity : Our goal is to educate our students to celebrate the diversity
present in the world today. This will help prepare our students to
become positive, productive contributors to our global community.
Polyglots : We have made learning multiple languages and culture an
intricate part of our educational program because we are committed to
helping our students become polyglots (able to speak more than two
languages).

6. To identify the characteristics of an
effective team
To build an effective team at GLV
To develop a Team Action Plan
OBJECTIVES:

7.  Most of us want to work in an organizational culture
that encourages teamwork, produces exceptional
results and fosters personal and professional pride.
 But real teamwork at work is fairly rare.
 To committed cynics, the whole notion of teamwork
is nonsense.
 But for a few, real teamwork is achievable,
exceptional performance is possible and a sense of
meaning and purpose can be achieved.
 The passionate architects of a culture of teamwork
—and those willing to join them in that quest—this
presentation is for them.
PURPOSE OF TEAMBUILDING

8. ACTIVITY 1 – PUZZLE (5-7 MINUTES)
As a team put the puzzle together.

9. REFLECTIONS – ACTIVITY 1
 How did you complete the puzzle? (i.e.
began with a plan)
 Was there a leader? If so, who was it?
Why?
 Why or why not were you able to
successfully or unsuccessfully complete
the puzzle?
 What did you learn from the experience?

10. ACTIVITY 2 – PUZZLE (5-7 MINUTES)
Reflections – Activity 2

11.  How did you complete the puzzle? (i.e.
began with a plan)
 Was there a leader? If so, who was it?
Why?
 Why or why not were you able to
successfully or unsuccessfully complete
the puzzle?
 What did you learn from the experience?

12. WHAT ARE SOME OF THE TYPICAL BARRIERS TO
A CULTURE OF TEAMWORK?
Leaders who need to be loved
Leaders who avoid conflict
Leaders who are unwilling to take
risks
Leaders who have thin skin
Leaders who are reluctant to take
responsibility for organizational
culture
Leaders who don’t set an example
Leaders who cannot follow others.
Leaders who are unwilling to
extrude “net-negative” leaders
Leaders who delegate too quickly
Leaders who micromanage
Leaders. Duh.

13. Make an informed
commitment.1
Become passionately
engaged yourself.*
Select an effective
champion.
Empower the zealots.
Develop a comprehensive
plan.
Launch and sustain an
enabling process.
Clarify behavioral
expectations.
Extrude “net-negative”
leaders
Bait and set emotional
hooks.
Face reality.
Make a compelling case
for cultural change.
Study and adopt best
practices.
Set goals that only teams
can reach.*
Field the best possible
teams.*
Focus on performance, not
teamwork.
Measure things that
matter.
Make up your mind to
eventually achieve and
sustain 90th
percentile
performance.
Monitor your progress
continuously.
Celebrate incremental
progress.
Anticipate “poop out.”
WHAT ARE SOME OF THE PRACTICAL STRATEGIES
FOR CREATING A CULTURE OF TEAMWORK?

14. Why should you?
 You cannot engage others if
you are not engaged.
 You cannot fake passion.
 Without passion you cannot
sustain the effort required.
 Unless you are personally
engaged, everyone will
perceive you as
disengaged.
 It’s more fun than watching
from the sidelines.
How can you?
 Let your feelings show.
 Risk infection from other
passionate leaders.
 Propose, sell and lead the
implementation of a new
project or service.
 Volunteer to lead a process
improvement team.
 Find and share the
teamwork stories that move
you.
*BECOME PASSIONATELY ENGAGED
YOURSELF.

15. Why should you?
 Goals that are individually
unachievable naturally
encourages teamwork.
 Laudable goals are hard to
dismiss as unworthy.
 Goals create an energizing
discomfort.
 Most people will agree that
having a goal is good and that
performance excellence is
desirable.
 Meaningful goals create
common ground.
 Adopting a tough goals brings
out the competitive spirit in most
of us.
 Most of us want to feel proud of
our achievements.
How can you?
 Set specific, measurable goals.
 Focus on goals that matter.
 Find out what your colleagues
are measuring.
 Limit the number of goals to
minimize data fatigue.
 Display performance data
everywhere.
 Update the data as frequently as
is practical.
 Celebrate every indication of
progress.
*SET GOALS THAT ONLY TEAMS CAN REACH.

16. Why should you?
 Playground realities are often
ignored in the workplace.
 Few organizations are
composed entirely of stars,
but most organizations have
at least a few.
 This strategy rewards the
stars and discourages the
sneering slackers.
 Merely deploying this painful
strategy will jumpstart your
effort.
 Your courage will encourage
other leaders to follow suit.
How can you?
 Recognize and embrace this
obligation.1,2,3
 Announce your intention.
 Invite input, but reserve the
final decision.
 Think of yourself as a
winning coach instead of a
camp counselor.
 Stop worrying about keeping
everybody happy.
 Select for ability and attitude,
not just ability.
 Aim for discomfort, not
comfort.
*FIELD THE BEST POSSIBLE TEAMS.

17. WHAT HAVE YOU LEARNED?
Most of us long to work and serve in an
organizational culture of teamwork.
But creating and sustaining such a culture
is much harder than it sounds.
It is not about everybody being nice to each
other.
It is about performance.
It is about setting goals that only teams can
achieve.
And it is finally about the painful price each
of us is willing to pay—and keep on
paying.

18. WhatWhat questionsquestions remain?remain?