Teamwork Presentation
Pat Eglinton
Agenda


Team Work: benefits/weaknesses
Groups and Teams Articles
 The
Discipline of Teams
 Team Performance in Retail Banking
 Leading and Managing Teams

Exercises and Practice Routines
 Ropes
Exercise
 Johari Window
Teamwork: Articles
The Discipline of Teams
Team Performance in Retail Banking
Leading and Managing Teams
The Discipline of Teams
“A team is a small number of people with
complementary skills who are committed to a
common purpose, set of performance goals, and
approach for which they hold themselves mutually
accountable.”

Teams differ from a work group
Measure of performance: both individual and mutual
accountability
 Translate their common purpose into specific goals

The Discipline of Teams Cont’d

Five elements to the discipline:
1.
2.
3.
4.
5.
A common purpose that the team has helped shape
– no top-down: team must “own” purpose
Specific performance goals that flow from the
common purpose – compelling goals inspire and
challenge
A mix of complementary skills
A strong commitment to how the work gets done –
Agreed upon work/equal contribution
Mutual accountability – goal agreement helps
establish trust/accountability
The Discipline of Teams Cont’d
Team Performance in Retail Banking

Transformational leadership approach in banking
operations to positively influence employee’s
behaviors/increase bank performance




Cultivate the image of competence and vision
Motivate subordinates to respond with enthusiasm and
commitment
New focus: providing a service to internal and external
customers to emphasize cost/efficiency
Banking operations managers must focus on strategies that
positively influence employees’ behaviors

Intellectual stimulation and team competence are critical
factors to service quality
Leading and Managing Teams
“…a team is a finely-tuned group. For it to be a
successful team, the leadership and management of
it has to be fine-tuned too.”

Three strategies for improving the efficiency and
effectiveness of teams:
1.
2.
3.
Managing – objectives, roles, and performance
monitoring
Coaching – managing day-to-day interactions and
processes
Leading – the long-term strategic view
Leading and Managing Teams

1.
2.
3.
4.
5.
Five trip wires to avoid when developing
intuition:
Individual performance appraisal – can be
divisive
Falling off the authority balance beam
As team size increases, effectiveness decreases
Stating challenging objectives without sufficient
organization support
Assuming team members are equipped as team
players
Exercises and Practice Routines
Johari Window
Ropes Exercise
Team Activity: Ropes Exercise

Divide into teams: 2-3 people

Makes a square out of the rope

Now, make a equilateral triangle
Team Activity: Ropes Exercise




Which of the two activities was harder to perform?
Why?
A lot of our daily communication is done somewhat
blindly, such as email. What does that mean when we
are trying to communicate a complex subject?
How does “trust” come into play during the
activities?
How does the activity relate to teamwork?
Team Activity: Johari Window


Joseph Luft and Harrington Ingram created a quadrant to reveal what we know or
don't know about something and what others know or don't know about something.
They theorized that the communications process occurs at two levels:





The overt level — what was actually said
The convert or hidden level — what is actually meant
When the two levels of the communication process are viewed from the perspectives
of the communicator and the listener, it provides four panes into the window on how
we give and receive information about ourselves and others
of the two activities was harder to perform? Why?
A lot of our daily communication is done somewhat blindly, such as email. What does
that mean when we are trying to communicate a complex subject?

How does “trust” come into play during the activities?

How does the activity relate to teamwork?
Team Activity: Johari Window
Team Activity: Johari Window



What pane can lead to confusion? Why?
What pane is not really troublesome, however
it can lead to the most opportunities for
improvement? Why?
What are some other reasons that people
might hold back (Facade)?