Team Building Toolkit
KEYS - Keys to Enhance Your Supervisory Success
University of California, Berkeley
Developed by Suzy Thorman and Kathy Mendonca
Center for Organizational and Workforce Effectiveness
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Team Building Toolkit
KEYS - Keys to Enhance Your Supervisory Success
University of California, Berkeley
Developed by Suzy Thorman and Kathy Mendonca
Center for Organizational and Workforce Effectiveness
KEYS - Keys to Enhance Your Supervisory Success
KEYS - Keys to Enhance Your Supervisory Success
Stages of Team Development
One of the most influential models of teamwork theory was first developed by Dr. Bruce Tuckman in 1965. Ten years later, he refined the model to include a fifth stage, Adjourning. Understanding its five stages can help you develop a high performing team.
The model shows that as a team develops, relationships between members becomes more stable and the team increases its ability to perform. The amount of time that a team spends in any one stage and the number of times they cycle back through the stages will vary depending on the make-up of the team, the environment and the leadership. Based on what stage of development the team is in, the leader will change their leadership approach to best meet the needs of the team.
Forming: In the Forming stage, team members are getting to know one another, and understanding the team’s purpose and their roles.
Storming: In the Storming stage, politeness begins to wear off and dissension occurs over basic mission and operating procedures.
Norming: When team members recognize their differences and have dealt with them, they move to Norming, the stage when they ask, “How are we going to accomplish our work?”
Performing: This is the final stage of team development. A high performing team is exactly that, a highly effective, problem-solving unit.
Adjourning: As a project comes to an end or a team member leaves, the team moves into the Adjourning stage. This is not a developmental stage. It is the stage of closure.
KEYS - Keys to Enhance Your Supervisory Success
Team Building at a Glance
Tools, Exercises & Resources for Each Team Development Stage
Forming Stage
Focus: Orientation Team Behavior: Dependence on leader Leader Role: Direct
Leader Activities: Outline objectives, roles, working procedures Communicate expectations Establish ground rules Learn about your team members Provide opportunities for team to get acquainted
Team Exercises and Tools: How to Run Successful Team Building Activities, pgs. 11-
Exercise – Staff Meeting Check-ins, pgs. 13- Exercise – Meeting Opener – Pack Up Your Troubles, pg. 15 Exercise – Shared Values, pgs. 16- Exercise – Creating a Shared Vision, pgs. 18- Exercise – Developing a Mission, pgs. 20- Exercise – Hidden Treasure, pgs. 34- Exercise – Group Resume, pgs. 36- Exercise – A Penny for Your Thoughts, pg. 38 Exercise – Sweet Stories, pgs. 39-
Tool – Setting Team Ground Rules, pgs. 22- Tool – Project Charter Instructions & Template, pgs. 24-
Resources: COrWE (organizational consulting, including support for strategic planning) [email protected]
Cal Adventures (outdoor teambuilding sessions – fee based) [email protected] or 510-642-2267.
University Health Services - UC Berkeley Guide to Healthy Meeting Guide to Healthy Meetings and Events (http://uhs.berkeley.edu/facstaff/healthmat ters/healthymeetings.shtml)
OE Project Management Methodology (tool & templates) http://oe.berkeley.edu/learn/templates/ind ex.shtml
KEYS workshop, see UC Learning Center: Creating an Inclusive Work
KEYS - Keys to Enhance Your Supervisory Success
ters/healthymeetings.shtml)
OE Project Management Methodology (tool & templates) http://oe.berkeley.edu/learn/templates/ind ex.shtml
KEYS workshops, see UC Learning Center: Communication Skills: Listening and Feedback Running Effective Meetings Leading Change Coaching for Performance and Development Conducting Difficult Performance Conversations Dealing with Disputes and Disagreements
Additional team building resources – see Team Building Toolkit , pgs. 78-
Norming Stage
Focus: Communication Team Behavior: Cooperation Leader Role: Facilitate
Leader Activities: Support members in their emerging roles Enable effective communication and
Team Exercises and Tools: How to Run Successful Team Building Activities, pgs. 11-
Resources: University Health Services - UC Berkeley Guide to Healthy Meeting Guide to Healthy Meetings and Events
KEYS - Keys to Enhance Your Supervisory Success
flow of data Focus on listening and summarizing agreements Provide positive and constructive feedback Reinforce collaborative work relationships Arrange a team-building event
Exercise – Staff Meeting Check-ins, pgs. 13- Exercise – Meeting Opener – Pack Up Your Troubles, pg. 15 Exercise – Wisdom from Geese, pgs. 57- Exercise – Toss Me Some Feedback, pgs. 59- Exercise – Hand Shake It Up, pg. 61 Exercise – Celebrations That Reverberate, pg. 62
Tool – Ways to Engage Participants in Creative Thinking & Dialogue, pgs. 54-
(http://uhs.berkeley.edu/facstaff/healthmat ters/healthymeetings.shtml)
OE Project Management Methodology (tool & templates) http://oe.berkeley.edu/learn/templates/ind ex.shtml
KEYS workshops, see UC Learning Center: Communication Skills: Listening and Feedback Coaching for Performance and Development Running Effective Meetings
Additional team building resources – see Team Building Toolkit , pgs. 78-
Performing Stage
Focus: Productivity Team Behavior: Interdependence Leader Role: Delegate
Leader Activities: Allow a high level of autonomy Turn over day-to-day responsibility Acknowledge successes and contributions Encourage professional development to enhance skills and motivate the team
Team Exercises and Tools: How to Run Successful Team Building Activities, pgs. 11-
Exercise – Staff Meeting Check-ins, pgs. 13- Exercise – Meeting Opener – Pack Up Your Troubles, pg. 15
Resources: COrWE (Business Process Improvement workshop for intact teams) [email protected]
COrWE (Myers Briggs Type Indicator [MBTI] for intact teams) [email protected]
KEYS - Keys to Enhance Your Supervisory Success
Adjourning Stage
Focus: Closure Team Behavior: Loss or disengagement Leader Role: Support
Leader Activities:
Evaluate and review results Acknowledge and celebrate achievements Bring closure to the project/team
Team Exercises and Tools: How to Run Successful Team Building Activities, pgs. 11-
Exercise – Staff Meeting Check-ins, pgs. 13- Exercise – Project Lessons Learned Session and Template, pgs. 73- Exercise – My Message to You, pg. 76 Exercise – Gift to the Team, pg. 77
Tool – Recognition Celebrations, pg. 72
Resources: CARE Services for Faculty and Staff 510-643- www.uhs.berkeley.edu/facstaff/care
University Health Services - UC Berkeley Guide to Healthy Meeting Guide to Healthy Meetings and Events (http://uhs.berkeley.edu/facstaff/healthmat ters/healthymeetings.shtml)
OE Project Management Methodology (tool & templates) http://oe.berkeley.edu/learn/templates/ind ex.shtml
Additional team building resources – see Team Building Toolkit , pgs. 78-
KEYS - Keys to Enhance Your Supervisory Success
How to Run Successful Team Building Activities - Tips for the Facilitator
Step 1. Before: Select an activity that's good for your team Start with a clear objective in mind. Plan on this activity being one of many small steps. Match your goal to the activity that will best help you get the results you want.
Step 2. Before: Prepare for your team-building activity Read through the activity several times. Obtain all necessary materials. Practice what you are going to do and say. Set up the room. Anticipate potential problems.
Step 3. During: Explain the activity to the team Set the mood. Explain the activity and why you are doing it. Outline the activities rules or steps. Distribute the materials after you have fully explained the activity.
Step 4. During: Check for understanding before beginning Make sure your team understands the activity. When the activity will result in one or more winners, make sure everyone is clear on what criteria will be used to determine who wins. Declare up front that you are the final judge on all disagreements about who wins.
Step 5. During: Run the activity Once they begin the activity, see that your team is following the steps or rules. Encourage and support them all. Make yourself available to clarify steps or redirect the team. Throughout the activity, watch for things you will want to bring up later during the Debrief. If the activity timed, watch the clock, and give a "time check" occasionally. Don't stop the activity unless it really runs amuck.
Step 6. During: Debrief the activity Ask the Debrief Questions outlined in the activity. Try not to call on anyone by name unless you have to. Be comfortable with silence. Watch for head nodding, smiles, and other indications that they agree with what is being said by others. If anyone gives an off-the-wall response or one that is just plain wrong, ask the team how they feel about it rather than correcting someone. Even if the activity did not go as well as planned, most participants probably learned something.
KEYS - Keys to Enhance Your Supervisory Success
All Stages – Team Building Exercise
Staff Meeting Check-ins
Objective:
Use this activity at the beginning of any meetings as ice-breaker.
Materials:
No materials are necessary for this activity.
Instructions:
- At the beginning of each staff meeting, before moving onto other agenda items, go around the table asking each person to briefly answer a pre-selected question.
- Give participants a minute or two to think of something to share before beginning.
Possible Questions:
- If you could pick a theme song for yourself, what would it be?
- What do you most admire about the person to your left?
- What do you consider to be the best thing ever invented? Why?
- What is one thing you learned from your parents?
- If you could move anywhere for one year, where would it be?
- What is your most compulsive daily ritual?
- What is the oddest job you have ever had?
- What is your favorite way to spend a relaxing weekend day?
- What are your behavioral pet peeves? What most annoys you or pushes your buttons?
- In what way(s) are you superstitious?
- Who is a famous person, living or dead, fictional or real, political, artistic, etc. whom you would like to have dinner with? Why?
- What have you not done that you have wanted to do for years?
- What’s your dream job?
- What are the most important qualities you look for in a friend?
- What one goal (personal or professional) would you like to accomplish this year?
- What part of your personality would you most like to change?
- What is one fear you would like to overcome?
- What is your favorite quotation?
- What is the most beautiful place you have ever seen?
- What negative experience have you had that turned out to be for the best?
- If talent weren’t an issue, what career would you choose for yourself?
- What do you wish you had time to do every day? How could you make that time?
- What is your favorite vacation spot? Why?
- If money wasn’t an issue, what career would you choose? Why?
- What person in your life has had the greatest impact on you? In what way?
- What is your one guilty pleasure?
- What have you done in the past year that has been completely out of character for you?
KEYS - Keys to Enhance Your Supervisory Success
All Stages – Team Building Exercise
- Explain the significance of one thing you are wearing or one thing you have on your person?
- What is the thing you are the most interested in right now?
- What is the most comforting (non-religious) thing you own?
- What have you lost that you would most like to retrieve?
- What was the best toy you have ever owned?
- What is the single greatest act of kindness you have ever received from a stranger?
- What is one of the simple pleasures of life that you truly enjoy, and why do you enjoy it so much?
- What was your favorite board game as a child and why did you like it so much?
Developed by Suzy Thorman and Kathy Mendonca, Center for Organizational and Workforce Effectiveness 2011
KEYS - Keys to Enhance Your Supervisory Success
Forming Stage – Team Building Exercise
Shared Values
Objective:
The purpose for conducting a shared values activity is for team members to come to agreement on the most important values they share. This is useful when beginning a significant project or work effort; when individuals feel that others are not listening with open minds; or when team members need to bond together.
Materials:
Paper and pens One piece of flipchart paper for each sub-team Colored markers
Instructions – Part 1:
- Have each participant take two minutes to write down what he/she feels are the three most important values to your organization, department or team.
- Explain that values include things such as commitment to customers, integrity, teamwork, leadership, quality focus, innovation, efficiency, respect, creativity, learning, and so forth.
- Divide the group into sub-teams of four to six participants.
- Have each participant share his/her three values within the sub-team.
- From all the values shared, have each sub-team agree on their top three most important values.
Instructions – Part 2:
- Provide each sub-team with a piece of flipchart paper and some colored markers.
- Give sub-teams 10-15 minutes to create a poster with words, symbols, and/or pictures that reflect their three values.
Instructions – Part 3:
- Have each sub-team present their poster to the entire team.
- As a team, identify patterns and themes that emerge, and decide on a unified set of values for the team.
Debrief Questions:
- If someone new to the organization/department/team saw this list of values, how do you think they would expect people to behave?
- Do we behave like this
- What can cause us to lose sight of our values? What can we do when that happens?
- How would living these values help us meet our goals?
- What implication does this have for us back on the job?
KEYS - Keys to Enhance Your Supervisory Success
Forming Stage – Team Building Exercise
Tips for Success:
Encourage the sub-teams to be creative in their representation of the values. If a sub-team does not finish, ask what prevented them from doing so. Others will learn from their difficulties. Then ask how those barriers could have been avoided or dealt with effectively. In the coming days, periodically ask which values are being demonstrated on the job. If your team/department does not have a vision statement, have the team create a shared vision statement in a future team building session (see following pages). If your team/department does not have a mission statement, have the team develop a mission statement in a future team building session (see following pages).
Adapted from Miller, Brian Cole. Quick Team-building Activities for Busy Managers: 50 Exercises That Get Results in Just 15 Minutes. New York: AMACOM, 2004. Print (page 42)
KEYS - Keys to Enhance Your Supervisory Success
Forming Stage – Team Building Exercise
Option 2 – Large Group Brainstorm
Step 1 – Individual Preparation As an individual exercise, ask team members to complete a worksheet including at least the following four questions. Individuals may list any words, phrases, or ideas that come to mind. This exercise can be done as pre-work or at the beginning of your visioning meeting. o How will the team/organization look? o How will the team/organization feel? o How will the team/organization operate? o How will the team/organization act?
Step 2 – Flip Chart Capture For each question on the worksheet, use at least one sheet of flip chart paper and have team members call out ideas that relate to that question from their individual preparation. Do not edit at this point. Suggestions should be noted and recorded until the energy level in the room begins to drop or as time permits.
Step 3 – Identify Themes Post large sheets of captured items around the room and give everyone the opportunity to look at each sheet. As a team, identify patterns and themes that emerge, looking for common words and repetition. Discuss how these themes might fit together to form a unified vision.
Step 4 – Write Vision Statement As a team, write a vision statement, based on the patterns and themes that emerged.
Vision Statement Examples:
To make a contribution to the world by making tools for the mind that advance humankind. - Apple
To be the gold-standard specialty coffee and tea company in the world with brands that attract a highly dedicated and loyal customer following. – Peet’s Coffee and Tea
Our vision is to leave a sustainable world for future generations. - The Nature Conservancy
Developed by Suzy Thorman and Kathy Mendonca, Center for Organizational and Workforce Effectiveness 2011
KEYS - Keys to Enhance Your Supervisory Success
Forming Stage – Team Building Exercise
Developing a Mission
What is a Mission Statement?
A mission statement is a written, specific, easy-to-remember sentence, short list of bullet points, or paragraph (50 words or less) illustrating an organization’s purpose and goals. The mission statement functions as a guiding tool for critical decisions that affect the direction of your team/organization, and articulate the specific action(s) necessary to realize the vision.
A Mission Statement Should:
Express your organization’s core purpose in a way that inspires support and ongoing commitment Motivate those who are connected to the organization Be articulated in a way that is convincing and easy to grasp Use proactive verbs to describe what you do Be free of jargon Be short enough so that anyone connected to the organization can readily repeat it
Creating a Mission Statement:
When developing a mission statement, be sensitive to the process as well as the end result. Brainstorming and creativity take time, so don’t rush the process. Here are five steps to help you:
Step 1 – Individual Preparation Using a worksheet with at least the following three questions, ask individuals to list any words, phrases, or ideas that come to mind with respect to the team/organization and these questions. o Statement of Purpose: What are the opportunities or needs that we exist to address? Who do we serve? o Statement of Strategy: What are we doing to address these needs? What is our unique contribution? o Statement of Value: What principles or beliefs guide our work?
Step 2 – Flip Chart Capture For each question on the worksheet, use at least one sheet of flip chart paper and have team members call out ideas that relate to that question from their individual preparation. Do not edit at this point. Suggestions should be noted and recorded until the energy level in the room begins to drop or as time permits.