“TEAM = Together Everyone Achieves More.”

Before you can set about doing any Team Building, you first have to BUILD A TEAM. That is what I would like to address here.

Understanding Team Dynamics is not something everyone has the opportunity to learn, so we offer, in addition to Team Building, help in understanding team dynamics and in guiding managers or companies in what it takes to build a team, then to make it truly productive.

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Why Teams??

“The achievements of an organization are the results of the combined effort of each individual.”  Vince Lombardi

 “Teamwork is the fuel that allows common people to attain uncommon results.” Andrew Carnegie

        Now, these are people who knew a bit about teamwork.

One of the truly remarkable things about work teams is that they can make 2+2=5.

If a team acts with integrity, shows trust and respect for one another, then the team will most likely exceed theirs, and everyone else's expectations. These only ever work in both directions, however, so it requires that all team members embrace these values.

As Richard Bach Quoted: “I want to be very close to someone I respect and trust and have somebody who feels the same way about me.”

And in the words of Tom Peters:

“There is no such thing as a minor lapse of integrity”

First, let's define and Classify Teams, there are several kinds:

• Command teams -- determined by the organization chart.

• Formal teams -- those defined by the organization’s structure, with designated work assignments establishing tasks.

• Task teams -- also organizationally determined, representing those working together to complete a job task.

• Informal teams -- alliances that are neither formally structured nor organizationally determined. Natural formations in the work environment that appear in response to the need for social contact.

• Interest teams -- people not necessarily aligned into common command or task teams who affiliate to attain a specific objective.

• Friendship teams -- social alliances, frequently extending outside the work situation.

Team Member Resources:

A group’s potential level of performance is, to a large extent, dependent on the resources that its members individually bring to the team.

• Their Abilities - set the parameters for what members can do and how effectively they will perform in a team.

• Their Personality Characteristics - the magnitude of the effect of any single characteristic is small, but taking personality characteristics together, the consequences for team behavior are of major significance.

Chartering:

It has been shown that the first, highly important step towards creating a successful team is creating a Team Charter.

Studies have shown that there is a direct relationship between the amount of time and intellectual effort spent chartering the team and the likelihood they will achieve their goals. So, it is VERY important to do it as completely as possible.

Mission Possible can help you create a Team Charter, to help you achieve these goals.

Team Charter:

Here are eight reasons why a Team Charter is very important:

1. Shows support and commitment from the team and the company.

2. Sets team direction.

3. Provides agreements and clarity.

4. Structures and ensures an effective planning process.

5. Identifies roles.

6. Outlines boundaries and scope.

7. Sets resources.

8. Improves productivity, and the likelihood of successful outcome.

Requirements For building Effective Teams:

• Teams must be small enough in the number of members, 5-7 is ideal. (Katzenbach & Smith 1993)

• Members must have adequate levels of complementary skills.

• The team must have a truly meaningful purpose.

• The team must have a specific goal or goals.

• The team and its members must establish a clear approach to the team's work.

• Members must have a sense of mutual accountability

Team Member Characteristics:

Studies conducted by the American Management Association have found that an effective team member has these characteristics:

• Has a positive, encouraging attitude

• Is above average on the achievement scale

• Has the necessary skills to make a contribution.

• Is friendly and flexible Is seen as a giver, a team player, and is not jealous of other team members and their accomplishments.

• Is tolerant of others

• Does not intimidate

• Will not be intimidated by others

• People who are seen as superstars or overachievers by other team members, usually do not fit into a team environment very well because they are used to doing things by and for themselves.

• Underachievers who may be seen as unmotivated and habitually negative are frequently rejected by the team.