Teamwork at its Best.pdf

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Teamwork at Its Best:
Training handouts to build a thriving team at work
www.BusinessManagementDaily.com
Copyright © by Business Management Daily, a division of Capitol Information Group, Inc.
Measure Your Own Teamwork
Read each statement below and answer on a 1–5
scale: 1 is “never true”; 3 is “true
about half the time”; 5 is “always true.”
_____ If I’m recognized by my boss for a job well done, I’ll immediately praise others in
my unit who deserve credit.
_____ When I’ve participated on teams, I’ve enjoyed the camaraderie of the group.
_____ I’ve impressed clients or bosses by showing how well I’ve worked with others.
_____ In my performance reviews, I’ve been recognized by my boss for
my effective
teamwork.
_____ I prefer to engage in group brainstorming sessions instead of coming up with
ideas on my own.
_____ If a colleague is struggling with an assignment, I’ll offer to help.
_____ I’m comfortable working with other managers on a project, even if they’re rivals
for a promotion.
Total your score. If it’s 24 or more, you’re clearly a team player who enjoys
collaboration. You should have no trouble leading teams and empathizing with your
employees.
If you scored 17 to 23, you’re
on the right track, but you may need to polish certain areas
to become more engaged in group activities.
If your score falls below 17, you might still be a strong leader; to improve teamwork
among your staff, however, you may need to become sensitized to their situation. To gain
credibility with your team, identify ways to strengthen your awareness of group
dynamics.
Copyright © by Business Management Daily, a division of Capitol Information Group, Inc.
Create a Culture Where Teams Thrive
Does your organizational culture provide the right climate for teams to thrive?
Answering the following questions with Yes or No:
Yes
Is your organization more likely to reward individual achievement
over team achievement? (Example: At its annual awards dinner,
does the company recognize individuals rather than teams?)
No
Does your organization encourage competition among individuals
rather than cooperation? (Example: In running the sales force,
does the sales manager pit person against person to earn the most
commission, or can salespeople earn more by working together to
woo a big account?)
Do your senior executives routinely assign projects to individuals
rather than teams? (Example: When the CEO confronts a complex
problem, is she more apt to say, “I want the best person we have on
this” or “Let’s put our heads together on this and assemble a team”?)
In the halls and common areas of your organization, are the walls
covered with photos of individual employees rather than groups?
(Example:
Are you more likely to see “Employee of the Month”
than “Team of the Month” photos?)
When left to their own devices, do your employees tend to work
independently as opposed to sharing ideas and information?
(Example: When you wander around the work area, are you more
likely to see individuals seated alone at their desks or pulling up
chairs and holding impromptu meetings?)
In terms of the physical layout of the workplace, are the meeting
rooms underused and shabby as opposed to vibrant and appealing?
(Example: Are the conference rooms dark, uncomfortable and ill
equipped for groups, or are they clean and well stocked with
supplies?)
Add the number of
Yes
answers to the above questions. If the total of
Yes
responses is
three or more, that’s a strong indicator that your organization lacks the kind of team-
based culture that enhances collaboration.
While none of the above questions is conclusive in and of itself, as a whole they can help
you determine to what extent your workplace provides the proper setting for teamwork.
Copyright © by Business Management Daily, a division of Capitol Information Group, Inc.
The Hunt for Gung-Ho Dynamos
After you’ve explained the team’s purpose and provided an overview of how the team will
operate, give each prospective member this exercise to complete. Have them read each
statement and select the best response.
Agree
Not Sure
Disagree
I am eager to join this team.
I see how I can contribute to this team.
I think my work on this team can enhance
my stature or career prospects.
Joining this team will help me establish
valuable alliances.
I respect the team leader.
The work that this team will do
excites me.
A year from now, I’m sure I’ll be happy
with my decision to join this team.
To score the exercise, assign three points for
Agree,
two points for
Not Sure
and one
point for
Disagree.
The higher the total score, the more likely you’ve found someone
who truly wants to play a role in the group.
Copyright © by Business Management Daily, a division of Capitol Information Group, Inc.

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