Mike Huber

Team Notes

Forming
TEAM MEMBERS
• they like it
• others are watching
• improvement shows
• they are very nice to each other
• cuation and reactive approach used to get things done
• this usually lasts for a couple of months
TEAM LEADERS
• directing
• assigning
• managing
• monitoring
• keep them informed, give them more info…the “why”

Storming
TEAM MEMBERS
• they want to go back to the old way
• they start to be themselves….their real personalities show
• haven’t figured out how to work out their problems yet
• competition within the team
TEAM LEADERS
• have to step in and help here
• help the team to confront and resolve conflict
• help the team build their unique strengths
• 2-3 months

Norming
TEAM MEMBERS
• they’ve gone through the rough part
• established boundaries
• everything is pretty good
• the team has reached a comfort zone….and plateaued
• they start thinking they are pretty cool
• casual, low structure approach to tasks “dorming”
• think they are independent….just like teenagers
• they think they don’t need anyone
• try to expand their boundaries
TEAM LEADERS
• promoting complementary relationships
• building consensus
• steps in to check boundaries

Performing
TEAM MEMBERS
• must pay them as a team before this will happen
• you need to develop an appraisal process that ties in as well
TEAM LEADERS
• Coaching
• Help establish some pride on an area or criteria

Remember that conflict can occur at any time

Teams must be aligned
Finding a common purpose
common purpose
specific goals
common rewards
(like a rudder)

1. For the quickest development, a team must develop a team mission and purpose and perform our tasks with that constantly in mind. (Most important)
2. We understand and follow our team’s shared values or rules of the road (charter rules)
3. We are suppportive, encouraging and communicating team members. (Clarify your roles as team members)
4. We are on-time, prepared participants in team meetings, speaking up without being unduly aggressive or passive
5. We support consensus decision making without being unduly aggressive or passive (effective decision making)
6. We resolve conflict clearly and regard it as necessary for team growth (confront conflict)
7. We regularly seek assessment on our performance from customers, team members and management. (Self discipline)
8. We constantly regard our team as a unit within a larger organization, not as an end in itself. (Organizational integration)
9. We share equally with other team members in celebrating and rewarding our accomplishments at least weekly (2nd most important)

Mission, Vision, Task List

Purpose Statement -Mission
must be commonly held
90% of the time the team members goals don’t match.
The goals must be challenging and attainable.
• Compelling
• held in common
• measureably attainable ie. $$ measurements, may need training
What is the team’s committment on a scale of 1-10 in passion for the goal?

Vision
“Where are we going?” A picture of tomorrow…your preferred future state.
NASA: We will put a man on the moon and bring him home safely home again by the end of this decade.

Mission
“How you will get there”
actions necessary…clear, measureable, focused on teams internal and external customers
aligned under the umbrella of the organizations mission statement identify key words and put them in phrases.

METL
Mission….Essential…..Task….List
our responsibilities or core tasks
key words from the mission statement
the supporting task list
the METL needs to be communicated across shifts