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How To Be An Effective Team

Member

«.or Ten Qualities of an EffectiveTeam Player



What is an effective team

member?

Exercise:What personal qualities make a

strong team member?



What is an effective team?

A team is made up of a group of people workingtogether to achieve a common goal.

An effective team has certain characteristics thatallow the team members to function moreefficiently and productively.

An effective team develops ways to share

leadership roles and ways to share accountabilityfor their work products, shifting emphasis fromthe individual to several individuals within theteam.



What is and effective team?

A team also develops a specific team

³purpose´ and concrete work products thatthe members produce together.

Team members:

Share leadership roles

Develop own scope of work

Schedule work to be done and commit to

taking time allotted to do the work



What is and effective team?

Develop tangible work products

Are mutually accountable for work products/outcomes

Measure their success based on achievingteam products/outcomes

Discuss problems and resolve them by theteam.

Our self-managed




Member Teams need strong members to perform well.

This session will assist you to be able to:

Learn the business you are in and its working culture and

respect and knowledge of the code of ethics.

Recognize your personal strengths as a team member and

to maximize their impact on team success.

More effectively participate in team meetings anddecisions.

Be proactive and accountable in your actions and with the

rest of the team.




Member

With so many personality styles,communication styles and

³dysfunctions´, people have to learn

HOW to be an effective team member.



Gnome Dome

Group Activity

Analyze the process




Member

Ten Qualities of an Effective Team Player

Demonstrate reliability

Communicate constructively

Listen actively

Function as an active participant

Share openly and willingly Cooperate and pitch in to help

Exhibit flexibility




Member

Ten Qualities- continue

Work as a problem-solver

Treat others in a respectful and supportive

manner

Show commitment to the team




Member Reliability looks like this«

You get the job done and you do your fair share

to work hard and meet your commitment.

You follow through on assignments.

You consistently carry out your work which is key

You can be counted on to deliver good

performance all the time, not just some of thetime.

You promise only what you can deliver and

deliver what you have committed to.




Member Communicate constructively

Teams need people who speak up and express

their thoughts and ideas clearly, directly,honestly, and with respect for others and for thework of the team. That¶s what it means tocommunicate constructively.

Such a team member does not shy away frommaking a point but makes it in the best way possible- in a positive, confident, and respectfulmanner.




Member

Listen Actively

Good listeners are essential for teams tofunction effectively. Teams need team

players who can absorb, understand, and

consider ideas and points of view from

other people without debating and arguing

every point.




Member

Most important, for effective

communication and problem solving, team

members need the discipline to listen first

and speak second so that meaningful

dialogue results.

Ask for clarification if you¶re not sure what

you are being asked to do.




Member

Functions as an active participant

Good team players are active participants. They come prepared for team meetings and

listen and speak up in discussions.

They are fully engaged in the work of theteam and do not sit passively on the

sidelines.




Member

Function as an active participant

� Team members who function as active participants take the initiative to help makethings happen, and they volunteer for assignments.

� Their whole approach is can-do: ³Whatcontribution can I make to help the teamachieve success?´




Member Shares openly and willingly

Good team members share. They are willing to

share information, knowledge, and experience.They take initiative to keep other team membersinformed.

Many of the communication within teams takes

place informally. Beyond discussion at organizedmeetings, team members need to feel comfortabletalking with one another and passing alongimportant news and information day-to-day.




Member

Shares openly and willingly

Good team players are active in thisinformal sharing.

They keep other team members in the loopwith information and expertise that helps

get the job done and prevents surprises.They share the credit when the team issuccessful.




Member Cooperates and pitches in to help

Cooperation is the act of working with

others and acting together to accomplish a

job. Effective team players work this way

by second nature.

Good team players, despite differences they mayhave with other team members concerning style

and perspective, figure out ways to work together to solve problems and get the work done.




Member

Exhibits flexibility

Teams often deal with changing conditions± and

often create changes themselves.

Good team members roll with the punches; they

adapt to ever-changing situations.

They don¶t complain or get stressed out becausesomething new is being tried or some new

direction is being set.




Member


A good team member can consider different points of views and compromise

when needed. He or she doesn¶t hold

rigidly to a point of view and argue it to

death, especially when the team needs to

move forward to make a decision or get

something done.




Member


Strong team players are firm in their thoughts yet open to what others have to

offer- flexibility at its best.




Member

Works as a problem-solver

Teams, of course, deal with problems.Sometimes, it appears, that¶s the wholereason why a team is created is to address problems.

Good team players are willing to deal with all kinds of problems in a solutions-oriented manner.




Member

Works as a problem-solver

They¶re problem-solvers, not problem-dwellers, problem-blamers, or problem-avoiders.

They don¶t simply rehash a problem the

way problem-dwellers do.They don¶t look for others to fault, as the

blamers do.




Member Works as a problem-solver

«and they don¶t put off dealing with issues, the

way avoiders do.Team players get problems out in the open for discussion and then collaborate with others tofind solutions and form action plans.

Don¶t expect problem to go away immediately.Give it some time

Avoid negative comments after the fact. Limityour remarks to those that can change things or

avoid problems in the future.




Member Treats others in a respectful and supportive

manner

Team players treat fellow team members with courtesy and consideration- not just some of thetime but consistently.

They show understanding and the appropriatesupport of other team members to help get the jobdone.




Member Treats others in a respectful and supportive

manner

They don¶t place conditions on when they¶ll provide assistance, when they¶ll choose to listen,and when they¶ll share information.

Good team players also have a sense of humor

and know how to have fun(and all teams can usea bit of both), but they don¶t have fun at someoneelse¶s expense. Quite simply, effective team players deal with other people in a professional

manner.




Member Shows commitment to the team

Strong team players care about their work, the

team, and the team¶s work.

They don¶t need to be rah-rah, cheerleader types.

In fact, they may even be soft-spoken, but they

aren¶t passive.They care about what the team is doing and they

contribute to its success- without needing a push.




Member Shows commitment to the team

Team players with commitment look beyond their

own piece of the work and care about the team¶s

overall work. In the end, their commitment is

about winning- not in the sports sense of beating

your opponent but about seeing the team succeed

and knowing they have contributed to this

success.




Member

Shows commitment to the team

Winning as a team is one of the greatmotivators of employee performance.

Good team players have and show this

motivation.



10 plus 1

Conflict can occur in the best of situations

and how you handle these situation will

have a dramatic impact on your ability to

work successfully with that person (s) in

the future.



10 plus 2 more«.. When receiving criticism, recognize that you

probably have faults and weaknesses just the

same as everybody else.

Listen to what the other person is saying without

interrupting, and look at the criticism technically

not personally.

If you disagree with the criticism, get the

disagreement out in the open in a constructive

way, using ³I´ messages.



10 plus 2 more«.. Deal Constructively with Anger andWith

Arguments

Wherever possible, avoid letting disagreementssmolder in silence or erupt in anger, as both of these responses can lead to long-lasting grudges.

When anger or arguments do arise take a break

and come back together when you are lessemotional about the topics.

Really listen to what the other person is sayingwithout interruption.



10 plus 2 more«..

State the problem in a logically and calm

manner, using evidence, not opinion.

Don¶t talk-down to the person and watch

your non-verbal communication.

When it has been resolved, let it go.

Don¶t talk about the person to others.



Putting it all together«

In concert with your supervisor,establish

objective together: Commit to a

participatory style and listen to each others

ideas and acknowledge their points of

view. Commit to discussing issues and to

find solutions together.



Putting it all together« Focus on contributions. Identify how team

members can participate.

If everyone has a clear role, individualswill be less likely to become frustrated andwill be more willing to work together.

Attend supervisory meetings or visits anddiscuss objectives and any concerns theteam may have.



Putting it all together«

Make sure each member understands the

rules and standards as well as the rationale

behind them.

Take responsibility for completing specific

tasks and to solve problems as a team.

Establish time commitments.



Self-Awareness At Work Do a personal inventory. Be aware of your

emotional triggers. Emotional triggers are

events or personality types that cause anintense emotional response.

Common triggers are:

Blatant incompetence Poor executive leadership(no demonstration

of values, inconsistent, poor decision making,unavailable or unapproachable)



Self-Awareness at work Being overlooked for credit, accolades or

promotions

Arrogance or inflated egos

Patronization or micro-management of subordinates

Back stabbing Verbal attacks

Lack of communication



Self-Awareness at Work These are things that will frustrate and upset the

best of us. The important point is to see if they

trigger intense, long lasting reactions with ramifications that make it difficult to remain

rational.

If one of more of these emotional triggers affects

you, take some time to sole search or work with

someone to uncover the root cause behind your

powerful emotional responses to the triggers.



Self-Awareness at Work A look back to your family of origin could reveal

relationship issues with parents, authorities or

other key figures that have manifested themselvesin your professional life.

Once you identify why you are so triggered by,for example, blatant incompetence, you can then

catch yourself responding with your gut stressinstead of staying in your head and respondingwith intelligence and rationality to the work situation.



Self-Awareness at Work

It is crucial to your professional

development that you deal with these

triggers head-on. They can cause major

career derailment, severe stress and

emotional burn out if not taken seriously.



Personal Inventory Do I react with my gut or respond with my

head when faced with an emotional trigger at

work? Reacting with your gut is reacting when you are at an

emotional peak. Try to take the time needed to regainemotional composure so that you can respond from your head I.e. allow time for the adrenalin and other chemicals

to subside so that you are at a place of logic and reason.Generally this takes about 20 minutes. In somecircumstances however, you may need to sleep on thingsand look at them fresh the next morning.



Personal Inventory Am I judging the actions of my coworkers and

communicating my judgment to others?

The tendency to judge others is based on fear.

Usually we are frightened by seeing our negative

qualities reflected in the other person. Lose the

judgments by realizing that the person is

functioning to the best of their ability with the

tools they have from the parenting and

environment they experienced.



Personal Inventory Do I become a blamer when faced with an

emotional trigger?

It is a common reaction to blame others or other thingswhen feeling criticized or judged or triggered into an

emotional reaction. Stop the blame game by shifting the

focus to your role in the situation and the things within

your power to change. Focusing on another person and their negative behaviors only deflects energy away from

where it is really needed- work on yourself.



Personal Inventory

Do I live in a fantasy world that

management, my work culture and the

company I work for will be perfect?

This fantasy can do incredible damage to a career. If this

were possible, then the company would have to clone you

to have enough employees with the same

values,personality and needs to be happy in the ³perfect´

environment. The reality is that workplace cultures are

what you make them.



Personal Inventory

Do I live in a fantasy world «.

W ork on the aspects of your job satisfaction that

you have control over. Take on new projects that

excite you, ask for a promotion, a raise, a

transfer.

Take control of your destiny and use your power of choice to create a healthy environment.



Personal Inventory Do I spend a lot of time focusing how the

company or my boss could treat me

better and feeling battered?

Being a victim is a sad waste of energy. Not only that, but

your boss and higher executives will have no time or

energy to devote to a whiner. Take responsibility for your

behaviors and look at changing how you present yourself.

Do not give up your power of choice to your boss. Create

your own improvement to increase your job satisfaction.



Personal Inventory Can I separate criticism of my behavior

from an attack on me personally?

W hen your work is criticized, it is your work that

is not up to par, not you. Be careful to make that

differentiation so that you react with your head to

the criticism and ask questions so that youdiscover the reasons behind the criticism and how

you can correct the situation.



Personal Inventory Do I lose my temper and lash out or cry

frequently?

E xcessive demonstration of anger or

disappointment can create great disharmony in a

team and led to loss of respect and cooperation.

It is critical for you to seek ³counseling´ to work through the root cause of your intense emotional

outburst. Your coworkers will thank you.



Personal Inventory Do I create political problems?

If you have an intense temper, cry frequently, use

passive aggressiveness to make your point (pout,

sarcasm, sabotage, criticisms) you will be using

up your political currency. The more of this

currency you use, the less likely you will receive

that good evaluation, promotion,etc .



Personal Inventory Am I moody?

Your moods affect those who you work with. If

you are having a bad day, do what ever you canto not deflect that on those you work with.

Inconsistency of mood creates uncertainty.

Communication breakdown and low productivity

if the team does not know how you will reaction

to certain information and situations.



Wrap Up Identify things by developing an action

plan on the things that you would like to

improve upon and make a commitment

today to work on them.

Thank you

Evaluation

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