Building a Rotary Team by Michel P. Jazzar

PrePETS
Lebanon 2011

Building a Rotary Team
Michel P. Jazzar
RLI Lebanon Division founder chairman 2002-2005
RI Representative to UN-ESCWA since 2006

January 16, 2011

of Rotarians,

“The selfishness of individuals, of families,
of states, and of nations, is the cause of the
most of the trouble in the world.”
-Taylor Erwin Gauthier, business writer,
December 1921
Rotary Clubs.

Summarize

 To accomplish most tasks in Rotary and
their careers, people must work in
teams.
 When individuals work well together,
together
they can do more than they could alone.

Let’s go
and
build stronger teams!

Building a Rotary Team

 Team acronyms  Stages
 What’s a Team  Strategies
 System  Key factors
 Effective team  Skills
 Types  Decision making

 Discussion questions

TEAM  Acronym?
I read the following acronym definition of “team" on a website last week.

Together
Everyone
Achieves
More

What is Team?
In a team,
 People depend on each other;
 May or may not work in the same
physical location,
 Combine to achieve something together

A "team" is two or more people who share responsibility
for a common objective, and whose efforts towards that
objective benefit from coordination and communication.

Team building is:

 The process of working with a team to
clarify its task and how team members
can work together to achieve it.
 A strategy that can help groups to
develop into a real team is “team
building”
M↔

Key actions in Team Building

 Setting and maintaining the team
objectives and standards: Create your
system.
 Involving the team as a whole in the
achievement of objectives
 Maintaining the unity of the team
 Communicating efficiently with the team
 Consulting the team – members before
taking any decisions

System  acronym?
 Save  Secure
 Your  Your
 Self  Salutary
 Time  Team
 Energy &  Energy &
 Money  Mission

Create your system: Setting and maintaining the team objectives and standards

What makes an Effective Team?

Basic Elements of Effectiveness:
 Positive interdependence in small numbers: We
instead of Me
 Individual accountability/ Personal responsibility
 Meaningful purpose, Good communication & Social
skills
 Group Processing/Transformation
 Shared goals and values
 Processes/Methods for Conflict Resolution

Types of teams: Best is
 Pseudo: Group members have been
High performing:
assigned to work together but have no
commitment to a common goal.
This group is an effective
 Traditional: Group members agree to
work together but see little benefit in
team that exceeds all
doing so.

reasonable expectations.
 High performing: This group is an
effective team that exceeds all reasonable
expectations.

Stages in Team Building

Forming
Storming

Norming

Performing

Adjourning

Bruce Tuckman's classic description
of the stages of group development [1965, 1977]

http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm

Tuckman’s stages of team development:*

 Forming: Team members discover each
other’s behaviors and begin to set team rules
and guidelines.
 Storming: The team is actively involved in
determining how it will accomplish its goals.
 Norming: Team members gain confidence,
begin to make decisions, and take
responsibility for their actions.
 Performing: The group transforms from a
collection of individuals into a true team.
* Based on research done by Bruce Tuckman.

Stage 1: Forming
 Team Building  Task
 Define team  Define problem
 Determine and strategy
individual roles  Identify
 Develop trust
information
and needed
communication
 Develop
norms /rules

Five-stage Model of Group Development

Stage 2: Storming
During the Storming stage team
members:
 realize that the task is more difficult
than they imagined;
 have fluctuations in attitude about
chances of success;
 may be resistant to the task; and,
 have poor collaboration.

Brainstorming process
 Define and agree the objective.
 Brainstorm ideas and suggestions having
agreed a time limit.
 Categorize/condense/combine/refine.
 Assess/analyze results or effects.
 Prioritize options/rank list as appropriate.
 Agree action and timescale/amount.
 Control and monitor follow-up.
http://www.businessballs.com/brainstorming.htm

Stage 3: Norming
During this stage members accept:
 their team;
 team rules and procedures;
 their roles in the team; and,
 the individuality of fellow members.

 Team members realize that they are not
going to crash-and-burn and start helping
each other.

Stage 4: Performing
Team members have:
 gained insight/near into personal and team
processes;
 a better understanding of each other’s
strengths and weaknesses;
 gained the ability to prevent or work
through group conflict and resolve
differences; and,
 developed a close attachment to the team.

Stage 5: Adjourning

 Temporary project team reaches
this stage; celebrate their team’s
achievements.

 Some authors describe stage 5 as
"Deforming and Mourning",
recognizing the sense of loss felt by
team members.

Stages of group development: Group maturity:

Forming Group is 'undeveloped' Immature

Storming Group is 'experimenting' Immature

Norming Group is 'settling down' Semi-mature

Performing Group is now a team! Mature

Adjourning Group is disbanding Mature

Team Development Steps:
From a Group to a Team

Describe team-building strategies

 Interaction: Providing structured activities to
help the group develop familiarity and positive
communication
 Effective meetings: Actively involving all team
members in the planning and decision-making
processes
 Conflict intervention: Engaging in constructive
communication rather than destructive criticism

Key factors to successful performance of a team
S.C.O.R.E Acronym

Strategy
Clear Roles and Responsibility
Open Communication
Rapid Response
Effective Leadership


– S.C.O.R.E
 Strategy:
 Shared purpose
 Clearly articulated values and ground rules
 Understanding of risks and opportunities facing the team
 Clear categorization of the overall responsibilities of the
team
 Clear Roles and Responsibilities:
 Clear definition of roles and responsibilities
 Responsibility shared by all members
 Specific objectives to measure individual results


– S.C.O.R.E
 Open communication:
 Respect for individual differences
 Open communication environment among team
members
 Rapid response:
 Rapid response to the team’s problems
 Effective management to change in the internal and
external environment
 Effective Leadership:
 Team leader who is able to help members achieve the
objective and build the team
 Team leader who can draw out and free up the skills of
all team members, develop individuals

Basic Team Skills
The following features are fundamental to good
teamwork:
 trust: making sure you meet all commitments and
maintain confidentiality when required
 coaching/training: using your skills, knowledge and
experience to assist others or ask for help
 sharing information: to assist others do their job
 flexibility: show a willingness, enthusiasm to cooperate
and help others when possible
 good manners: doing small, simple things, [e.g. thanking
colleagues for their help]

Team Decision Making
 Goal: To reach consensus
 Consensus is: Finding a proposal acceptable enough
so that all members can support it; no member
opposes it.
 Consensus is NOT: A unanimous vote; a majority
vote; everyone totally satisfied.
 Requires: Time, active participation, communication
skills, creative thinking, and open-mindedness
 Techniques:
 Brainstorming
 Multi-voting technique or Nominal Group Technique
NGT http://www.siliconfareast.com/ngt.htm

The Nominal Group Technique (NGT)

 or multi-voting technique, is a methodology for
achieving team consensus quickly when the
team is ranking several options or alternatives
or selecting the best choice among them.
 The method basically consists of having each
team member come up with his or her
personal ranking of the options or choices,
and collation of everyone's rankings into the
team consensus.

Does your club promote
teamwork? Y or N ?
What leadership styles help
in doing so?

Types of Leadership Style

Volunteers
Adult
Leaders

Consensus

What are the core elements required
for building an effective team?
1. Team is empowered by leadership and given clear
objectives, expectations, and parameters.
2. Leadership provides the necessary resources - skill
sets and availability of team members, budget, access to
critical information etc.
3. Free flow of information.
•Disagreement and conflict are welcomed and resolved
constructively.
•Team meets (or exceeds) its objectives, AND contributes
to the organizational knowledge and talent pool, while
generating job satisfaction.

How can you build a consensus?

 How do you ensure that consensus
doesn’t result in compromise?
 How do you satisfy everyone involved?

Building consensus is the act of finding a solution that satisfies
everyone’s needs, especially among those who have different
viewpoints; it doesn’t mean compromise or surrender.

Leading others to consensus results in a decision that is viable and
sustainable.

Group work:

 Have participants work in small groups on
a case study.
 Assign group members different
viewpoints, with one participant acting as a
moderator who must build consensus.

What are common challenges to a
team? How can you avoid them?

 Challenge 1: Personal agendas being priority
 Challenge 2: Using conflict
 Challenge 3: Disengagement/disconnection
 Challenge 4: Silo thinking
 Challenge 5: Lack of clarity

What are common challenges to a
team? How can you avoid them?
 Challenge 1: Personal Outcome/Result is achieved by the team.
agendas being priority
 Challenge 2: Using conflict Used well, conflict can be channeled to extend the
boundaries of what is possible, encourage creativity and
ultimately achieve a better outcome.
 Challenge 3:
Disengagement/disconnection
Look out for signs of those holding back or not
offering their views and find ways of getting their
views heard.
 Challenge 4: Silo thinking
Benefits from the team as a collective far outweigh any benefits
that could be obtained by an individual discipline or function.

 Challenge 5: Lack of clarity
As a leader of a team, it is important that the team as a collective
has clarity on the outcomes and why they are so important.

http://ezinearticles.com/?Team-Working---5-Common-
Challenges&id=1642679

We have learnt 3 acronyms in 1: TSS

TEAM SYSTEM SCORE
Together Secure Strategy
Everyone Your Clear Roles and
Achieves Salutary Responsibility
More Team Open
Energy & Communication
Rapid Response
Mission
Effective
Leadership
M  V.G.S

Resources - Web:
 http://www.nwlink.com/~donclark
 http://wilderdom.com/teambuilding
 http://www.businessballs.com/tuckmanforming
stormingnormingperforming.htm
 http://www.teamworkandteamplay.com
 http://www.chimaeraconsulting.com/tuckman.
htm
 http://www.managementhelp.org/grp_skll/theo
ry/theory.htm

Resources - Books:

 The New Art of Managing People – new edition 2008
 The Leadership Challenge – 4 Edition -2007
th

 The Everything Leadership Book – 2 Edition - 2008
nd

 The Rotarian Reader – A 75-Year Anthology –
1986 – by RI. [page33]

Where to get it?

www.authorstream.com/Presentation/jazzar-776510-buiding-a-rotary-team-by-michel-
p/

Building a Rotary Team by Michel P. Jazzar

Building a Rotary Team by Michel P. Jazzar

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