Ordinary People-

Extraordinary Life's!
Seek the Leader in you!

Team Building and

Leadership workshop
“ I will pay more for the ability to deal
with people than for any other ability
under the sun”

- John D. Rockfeller
 Team Leader

“Your first and foremost job as a Leader is

to take charge of your own energy and then
orchestrate the energy of those around you”
- Peter Drucker
 High
Performing
Interdependent

Dynamic Team

Confident
 A Dynamic Team
Clearly states its mission and goals;
Operates creatively;
Focuses on results;
Clarifies roles and responsibilities;
Is well organized;
Builds upon individual strengths;
Supports leadership and each other;
Resolves disagreement;
Communicates openly;
Evaluates its own effectiveness.
 Steps to build a ‘Dynamic’ Team

 Map out your team’s

mission statement. Define
its purpose of existance.

 Chart out the team’s

goals and priorities.

 Register your “rules of

Drive the road” - Guidelines.
 Steps to build a ‘Dynamic’ Team

 Clarify team members’

roles and responsibilities.

 Set realistic goals.

 Identify roadblocks.
Strive
 Draw up action plans.
Drive
 Steps to build a ‘Dynamic’ Team
 Provide feedback.

 Commit to conflict
resolution.
Thrive
 Collaborate for
Strive creativity.

 Deal with decision

Drive making - Empowerment
 Steps to build a ‘Dynamic’ Team
 Celebrate success.

Arrive  Keep track of

progress.
Thrive
 Consistently
encourage
Strive involvement.

 Revitalise team
Drive
meetings.
 Steps to build a ‘Dynamic’ Team

Arrive

Thrive Revive
 Unwelcome intrusions / changes disrupt
Strive plans. Eg. 2 members quit / new project.
 Restructuring of department ?
 Need to backtrack few steps to regroup.
Drive  Reestablish team’s goals, priorities & re-
look at responsibilities.
 The ‘Dynamic’ Team

Arrive

Thrive Revive

Strive

Drive
 Symptoms of poor teamwork

 Guarded communication.
 Lack of disagreements.
 Unwilling to share information.
 Ineffective team meetings.
 Unrealistic goals.
 Unhealthy competition.
 Little faith in others.
 After the Team Challenge
 Observer’s comments on group behaviour and performance.

 How did you feel at the different stages of the exercise?

 Did the team develop a successful strategy to cope with

destructive members?
 How did you feel to be a saboteur ?

 What are the positive and negative aspects of competition?

 What are your learnings ???

 Different Roles in a team
Team Enhancing Roles Team Impeding Roles
 Knowledge Contributor  Concealer
 Process Observer  Pessimist
 People Supporter  Squelcher
 Challenger  People diagnoser
 Listener  Dominator
 Summarizer  Flaw Finder
 Conciliator  Naysayer
 Mediator
 Gatekeeper
The ‘OK’ Corral
 Transactional Analysis
What is TA?

A model for understanding human behavior

Three Ego States (parent, adult, and child) or “parts of the

brain”
Parent's is a language of values

Adult's is a language of logic and rationality

Child's is a language of emotions

Effective functioning in the world depends on the availability

of all three, intact ego states.
 Parent ego

What are the Parent Types?

Prejudiced
(lacks facts & logic)
Nurturing
(caring and sympathetic behavior)
Critical
(fault-finding, condescending…)
 The Child (Ego) in all of us…

Represents the feeling/emotional part of

us.

Includes the impulses, feelings, and

behaviors that comes naturally to a small
child.

Often referred to as the

‘emotional’ part of us.
 The Child Ego State

A Child is…
Impulsive
Self Centered Fearful
Pleasure Loving Happy
Angry Rebellious
Sad
Aggressive
 The Adult Ego

That part of us that deals objectively with

reality (why is this important?)
Gathers objective information
Organizes
Tests reality
Computes dispassionately
“ Being able to see things as they are without the emotional
attachments and aversions of our Child and without the prejudices of our

Parent (be they that I/You are OK or not) gives us the power to
make decisions on the basis of the closest approximation to
reality that we can attain given our experience at the
moment.”
Claude Steiner, PhD
 So what about the Adult Ego…

Looks at the past but doesn’t dwell on it.

Think of a person who lives in the past…what
other characteristics do you see in them?
Focuses on information and objectively analyzes
data to make decisions.
Often referred to as the computer part of us.
 Ego Portraits

Most people have a favorite ego state.

when at work where do people spend

most of their time?

What about with family?

P A C
The Parent Ego:

What are characteristics of someone with a large

adult ego?
P C
A The Adult Ego:

What are characteristics of someone with a large adult

ego?
P A
The Child Ego:
C
 Contamination…

Occurs when prejudice, beliefs, pre-conceived

notions are so strongly held that they
contaminate the adult’s ability to think
logically.
C A

P
 The ‘OK’ Corral
YOU’RE OK

I’m OK I’m Not OK

You’re OK You’re OK
I’M I’M
OK NOT
OK
I’m OK I’m Not OK

You’re Not OK You’re Not OK

YOU’RE NOT OK
 Examples and Characteristics

 I’m OK, You’re OK - I feel good about my own

performance and the whole team is doing very well now.

 Characteristics:
Mutual respect. Collaboration, Construtive approach to
problems and disagreements. Confidence. Refusal to put
self or others down
 Characteristics ... (Contd)
 I’m OK, you ‘re not OK- The boss really likes my effort. He
didn’t say much about yours, though

 Characteristics:
Smugness. Superiority. Competitiveness regardless of cost to
others. Will put others down readily and with enjoyment.
Hostility. Constantly looking for errors by others.
Victimization and harassment of others.
 I’m not OK, you’re OK- Other people are so much better at
their jobs than I am.
 Characteristics:
Feelings of inadequacy and powerlessness. Withdrawal.
Under valuing of own skills and abilities. Running away from
Problems.
 I’m not OK, you’re not OK - We’ve made a mess of this
project. It’s just terrible.
 Characteristics :
Hopelessness. Sense of getting nowhere. ‘ Why bother?’
 Appreciation:
Key to Effective Team Work

46% of people who quit their job do so

because they feel unappreciated!

- US Dept. of Labour
Team Work is no accident,
it is the by-product of
good leadership!
Mental blocks / Inner barriers that hinders effective
team working

 They are built from your assumptions on how you & others
should work.

 They gradually transform into rules governing you - your

response to people & situations.

 One believes them unquestioningly .

 One doesn’t think of them, or recognize them as sources of

ineffectiveness at work.

What are they??

Denial :
I don’t see a
problem, so it
isn't there.
Blind Spots &
shortcuts

What I don’t
like can’t be
important
Self Interest
Always look out
for No. 1
 Mind reading
People should
know what I
want without
being told !
 Blame
If something has
gone wrong, it has
to be somebody’s
fault.
 Being nice
Being nice to
Avoid conflict at
all cost.
 Perfection
If it’s not
perfect its
nothing
 Excuses
There is always a
good reason why I
don’t follow the
rules everyone
works by.
 Beingright
There’s a right
way & a wrong
way, my way is
always right.
 Emotional Intelligence

Where the 20th century was driven by

IQ,
the key to success in the 21st Century will
be
EQ - Emotional Quotient
 The Stages of Effective Team
Management

New Manager - “I did it”

Experienced Manager - “We did it”

Leader - “You did it”

A Team that is :
 Open to ideas.
 Eager to communicate.
 Focused on its goals.
 Accepting of all members.
. . . is DYNAMIC.
 Good Managers know how to cut:
They trim costs, reengineer & restructure.

Leaders know how to grow:

They realize you can’t shrink your way to
Greatness!

Business Week - Top 25 Manager s ‘95