A bit on teamwork... remember the iceberg; in our connection, we connected beyond the appearances.

1. TEAMWORK
What it is, how it works, how to make it to work
well

2. Definitions
 A group or collective is a gathering of beings in the same
space/time, virtual or physical.
 Teamis a group or collective with a common aim, objective
or vision, and aligned actions.
 In relation to the results the team has to pursue, we have:
 Aimis a result to be got, normally through a short-term
commitment and it always have date and other elements so that
it can be measured (quantity, %, etc.).
 Objective is a desired result to be obtained through a specific
action, normally it is composed by several aims.
 Vision is the final result to be got and it is composed by many
different objectives.
 Alignment takes place when the direction of the effort to get
the aims, objetcis and visions is the same and its intensity is
coordinated within the team.

3. Team formation
From individual (dancer) To group (2
unsynchronised
dancers)
To Team (2
synchronised dancers)
From group (2
unsynchronised
dancers)

4. Steps to turn a group into a
team
 First, we have to set that what is called the
common goal, which means aims, objectives or
visions that are shared by all members.
 Second, it is key to establish a style of leadership,
that can vary according to the common objective
or the kind of team.
 The leader has to assign activities orprojects to
members; he is responsible for the alignment of
all tasks.
 To ensure the team is working fully, it is
necessary to have good communication and
follow-up, and also sustenance by the leader.

5. Common Goal
 Each person has their own aims, objectives
and visions. First important task in the
conformation of a team is to set, acknowledge
or inform a common goal that encourages
people to put aside their own individuality for
something great.

6. Style of a leader
 There are different styles of leadership. It will
depend of a series of actors. These are the
most importante:
 If the level of maturity of a team is low (shor time
together) or the common objective is very specific -
Director
 Teams in the process toward maturity (normally there
are conflict of opinion or differences) – Coordinator
 Mature team – Facilitator

7. Assign activities or projects
 The leader, with the help of the team, must
turn the common objective in a chain of
activities or projects.
 Activities are a chain of actions of low complexity
with a defined date, budget, etc. They subdivide
into tasks.
 Proyects are a chain of activities.
 The bases of an assignment will depend on
the competencies present in the individual or
subteam, and those needed to perform what is
required.

8. Alignment
 During the course of one
task or more, sometimes
the team deviate
themselves of the intended
direction.
 Sometimes, the intensity is
not synchronised.
 This generates unexpected
results for the team…

9. Communication
 Clarity, precision and an adequated
methodology.
 The protocol must be known accurately.
 Meetings are an important tool to clarify critical
communication points.

10. Follow-up
 The leader must not “abandon” a task. He has
to follow its development up, checking if the
direction is well and the results emerge as it is
expected.
 For that, he must have tools (meetings,
balance scorecard, supervision, etc.).
 To follow up is:
 Revise if all is as it should be.
 Implement corrections.
 To award exceptional attainments.

11. Sustenance
 No need to replace mum and dad, but the
leader must contribute for his people’s growth,
even in the formation of new leaders among
them.
 There are techniques like coaching, or simply
to listen to the other one is already sustaining
the other.

12. After forming the team
 Like a wheel, we go back to the initial point
(common objective) and we revise the process,
step by step.
 A team is never finalised. It is important to keep
it alive. Always.Steps to turn a group into a team
 First, we have to set that what is called the common
objective, which means aims, objectives or visions that
are shared by all members.
 Second, it is key to establish a style of leadership, that
can vary according to the common objective or the kind of
team.
 The leader has to assign activities or projects to
members; he is responsible for the alignment of all tasks.
 To ensure the team is working fully, it is necessary to
have much communication and follow-up, and also

13. More about alignment…
 Most of the time, we just take in consideration
technical aspects for that. In a boat, they will
take in account time and speed; in a company,
monthly or quarterly results become a good
way to measure that.
 I would like to provide a new focus, after
working so many years with people from many
different cultures.
 I will suggest to take onboard the spiritual side
of teamwork.

14. A team is composed by
people, and people are just
like an iceberg.
You can see the surface:
•Identity
•Qualifications
•What you can do
But, beneath that, there is a
big mountain out there:
•Spiritual identity
•Qualities
•What you may do
By aligning only the surface
you get some results.
But it is when you reach that
hidden area that your team
starts to generate the most
amazing changes.

15. How to reach that which is
hidden
 You must find that inside yourself first. It is
when you have the realisation of your own self
that you can recognise others’ true identity.
 Vibrations, attitude, consciousness…
everything is in the self-realisation. When you
align that, you have a real team.
 Spirituality can provide something normal
techniques cannot.