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Team Building in Sports

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This was a semester project - a 60-minute presentation - for my management class in my Spring 2010 semester. The topic was Team Building in Sports.

This was a semester project - a 60-minute presentation - for my management class in my Spring 2010 semester. The topic was Team Building in Sports.


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Team Building in Sports

  1. 1. Team Building in Sports “It’s all about the team. Nothing else matters” –Sign above Philadelphia Flyer’ locker room Alan Bass Danny Cohen Zack Cohen
  2. 2. Principles of Team Building Application to Sports Specific sports examples
  3. 3. Purpose <ul><li>To develop a better understanding of how to build teams. </li></ul><ul><li>How to build teams at different levels of a sports organization. </li></ul><ul><li>To analyze real-life examples of how teamwork is used to create successful companies. </li></ul>
  4. 4. <ul><li>&quot;Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.&quot; --Andrew Carnegie </li></ul>
  5. 5. What is a team? <ul><li>“ A group of people working together towards a common goal ” –www.teamtechnology.co.uk </li></ul><ul><li>Team building is a process of enabling them to achieve that goal </li></ul>
  6. 6. Stages of Team Building <ul><li>Forming </li></ul><ul><li>Storming </li></ul><ul><li>Norming </li></ul><ul><li>Performing </li></ul>
  7. 7. Forming <ul><ul><ul><li>Team is faced with the need to become acquainted with its members, its purpose, and its boundaries </li></ul></ul></ul><ul><ul><ul><li>Relationships must be formed and trust established </li></ul></ul></ul><ul><ul><ul><li>Clarity of direction is needed from team leaders </li></ul></ul></ul><ul><ul><ul><li>Task of the team in this stage is less focused on producing an output than on developing the team itself </li></ul></ul></ul>
  8. 8. Norming <ul><ul><ul><li>Team is faced with creating cohesion and unity, differentiating roles, identifying expectations for members, and enhancing commitment </li></ul></ul></ul><ul><ul><ul><li>Main challenge of the team is to create a “sense of team” </li></ul></ul></ul><ul><ul><ul><li>The major focus of team members shifts from overcoming uncertainty in the forming stage to developing the norms of a unified group </li></ul></ul></ul><ul><ul><ul><li>Teams in the norming stage become cohesive and highly integrated entities </li></ul></ul></ul>
  9. 9. Storming <ul><ul><ul><li>Playing different roles causes team members to develop different perspectives and to develop ideas that challenge the leadership and direction of the team </li></ul></ul></ul><ul><ul><ul><li>Some struggles must occur, some discomfort must be experienced, and some obstacles must be overcome for the team to prosper </li></ul></ul></ul><ul><ul><ul><li>Team members do not cease to care about one another, and they remain committed to the team and its success </li></ul></ul></ul>
  10. 10. Performing <ul><ul><ul><li>Represents highly effective and efficient team functioning </li></ul></ul></ul><ul><ul><ul><li>Teams produce the dramatic successes in organizations reported in the best-practice literature only if they reach the performing stage of development </li></ul></ul></ul><ul><ul><ul><li>Up to this point, the team has </li></ul></ul></ul><ul><ul><ul><li>been trying to manage and </li></ul></ul></ul><ul><ul><ul><li>resolve issues that lead to three </li></ul></ul></ul><ul><ul><ul><li>key outcomes </li></ul></ul></ul>
  11. 11. Six C’s of Team Building <ul><li>Clear Expectations </li></ul><ul><li>Context </li></ul><ul><li>Commitment </li></ul><ul><li>Control </li></ul><ul><li>Collaboration </li></ul><ul><li>Communication </li></ul>
  12. 12. Clear Expectations <ul><li>Company strategic planning process that defines overall direction and objectives </li></ul><ul><li>Process for goal setting, evaluation, feedback and accountability </li></ul><ul><li>Has the manager clearly explained what his expectations for the team are? </li></ul><ul><li>Do the members of the team understand why the team exists? </li></ul><ul><li>Goal: Employees who clearly understand and execute their performance expectations </li></ul>
  13. 13. Context <ul><li>Does the team understand why they are participating on the team? </li></ul><ul><li>Do members understand how the utilized strategy will help attain the business goals? </li></ul><ul><ul><li>20% of the problems faced will fall within context of the task the team is assigned </li></ul></ul><ul><ul><li>80% of of the problems will relate to their team culture and the processes team members establish </li></ul></ul><ul><li>Goal: Team understands where their work fits in the total context of the organization’s mission, goals, principles, vision, and values. </li></ul>
  14. 14. Commitment <ul><li>Do team members want to participate on the team? </li></ul><ul><li>Do members want to be a part of the team or were they forced to be a part of the team? </li></ul><ul><li>Is the team mission perceived to be important? </li></ul><ul><li>Goal: People to have the desire to work together effectively to accomplish the goal of the team </li></ul>
  15. 15. Control <ul><li>Does the team have enough freedom to complete their goals? </li></ul><ul><li>Do team members clearly understand their boundaries? </li></ul><ul><li>How far may members go in pursuit of solutions </li></ul><ul><ul><li>Are limitations defined at the beginning? </li></ul></ul><ul><li>Goal: Members understand how much control they have, and are given enough to attain the team’s goals </li></ul>
  16. 16. Collaboration <ul><li>“ You play for the crest on the front, not the name on the back”—Philadelphia Flyers’ organization slogan </li></ul><ul><li>Do all team members understand the roles and responsibilities of other team members? </li></ul><ul><li>Are team members working together effectively? </li></ul><ul><li>Is the team full of leaders, followers, or a healthy balance? </li></ul><ul><li>Goal: To establish group norms or rules of conduct so that the team may collaborate towards their ultimate goal </li></ul>
  17. 17. Communication <ul><li>Is there an established method for the teams to give feedback and receive honest performance feedback? </li></ul><ul><li>Does the organization provide important information regularly? </li></ul><ul><li>Do team members communicate clearly and honestly with each other? </li></ul><ul><li>Are necessary conflicts raised and addressed? </li></ul><ul><li>Goal: To establish means of communication within the group so that everyone on the team is “on board” with the team’s progress </li></ul>
  18. 18. <ul><li>T alent </li></ul><ul><li>E nthusiasm </li></ul><ul><li>A ccountability </li></ul><ul><li>M anagement </li></ul><ul><li>W ork-able </li></ul><ul><li>O penness </li></ul><ul><li>R espect </li></ul><ul><li>K eenness </li></ul>
  19. 19. The Path to Team Building Success
  20. 20. Employee Involvement <ul><li>Employees should be involved in decision making, especially those decisions that may affect their jobs </li></ul><ul><li>It is NOT a goal or a tool; it is a management philosophy that enables team members to contribute to the ongoing success of the organization </li></ul>
  21. 21. Meeting Management <ul><li>Ineffective team meetings can decrease employee’s energy and morale, in addition to simply being a waste of time </li></ul><ul><li>Meetings should be kept brief, and should only include the information that is of the utmost importance </li></ul>
  22. 22. Team Building Activities or Holidays <ul><li>Many organizations utilize team holidays so that employees have an opportunity to bond and understand one another </li></ul><ul><li>Allows everyone to get to know each other’s strengths and </li></ul><ul><li>weaknesses, enabling </li></ul><ul><li>the organization to </li></ul><ul><li>be run more smoothly </li></ul>
  23. 23. Positive Work Relationships Contribute to Effective Teams <ul><li>Whether your relationship is with your team, supervisor, manager, customer, or coworker, it should always be positive, supportive, and interpersonal </li></ul><ul><li>By having strong relationships with those at work, it can make team-working much easier and more enjoyable to all involved </li></ul>
  24. 24. <ul><li>&quot;It is amazing how much people can get done if they do not worry about who gets the credit.&quot; --Sandra Swinney </li></ul><ul><li>&quot;Individual commitment to a group effort - that is what makes a team work a company work, a society work, a civilization work.&quot; </li></ul><ul><li>--Vince Lombardi </li></ul>
  25. 25. Traits of Effective Teams <ul><li>Effective teams: </li></ul><ul><li>Help members be more efficient working together than alone </li></ul><ul><li>Function so well that they create their own magnetism </li></ul><ul><li>Do not always have the same leader </li></ul><ul><li>Have a high level of trust among members </li></ul><ul><li>Have members who cheer for and bolster the leader, and vice versa </li></ul>
  26. 26. Michael Useem <ul><li>The future success of a company begins with the top management team </li></ul><ul><ul><li>“ You need to know more about the top management team than you do about any single chief executive…You want to talk about your leadership, but by ‘you’ we mean the plural ‘you’” </li></ul></ul>
  27. 27. Michael Useem (cont’d) <ul><li>Core leadership qualities </li></ul><ul><ul><li>“ Strong moral character. Passion for a point of view. A vision they believed in. They walk their talk under a lot of duress. They have character” </li></ul></ul>
  28. 28. Michael Useem (cont’d) <ul><li>A template for your personal leadership </li></ul><ul><ul><li>“ Leaders consistently talk vision at every occasion…it also has to be translated to the personal implications for everybody...you’ve got to say what you say in a way that it hits people. Say it so it sticks” </li></ul></ul>
  29. 29. How do these principles apply to sports?
  30. 30. <ul><li>Various leaders on sports teams that help with team building: </li></ul><ul><ul><li>Owner </li></ul></ul><ul><ul><ul><li>Oversees operations of entire organization </li></ul></ul></ul><ul><ul><li>General manager </li></ul></ul><ul><ul><ul><li>In charge of sports operations (trades, drafting, signing players, hiring and firing coaches) </li></ul></ul></ul><ul><ul><li>Assistant GMs </li></ul></ul><ul><ul><ul><li>Aids GM in day-to-day operation, including salary cap management, roster moves, and more </li></ul></ul></ul><ul><ul><li>Coach </li></ul></ul><ul><ul><ul><li>Prepares for games, practices, and utilizes strategies to win </li></ul></ul></ul><ul><ul><li>Assistant coaches </li></ul></ul><ul><ul><ul><li>Aids coach in his duties </li></ul></ul></ul><ul><ul><li>Captain(s) </li></ul></ul><ul><ul><ul><li>“ In charge” of players </li></ul></ul></ul>
  31. 31. Barry Hanrahan Assistant General Manager Philadelphia Flyers <ul><li>Which is a better way to build a team: drafting, free agency, or trades? Why? </li></ul><ul><li>The Draft is the best way to build a team in the NHL. Through the process of Player Development these players become assets to your organization at a young age. </li></ul>
  32. 32. <ul><li>When you draft/trade/sign someone, do you look for qualities that are similar or that complement the other players? Why? </li></ul><ul><li>Drafting and Trading are different because with the Draft you acquire the rights to 18 and 19-year-olds with long-term plans as they still need to develop and mature into NHL players. When you trade for an NHL Player it is based on an immediate need in your line-up so you do look for player’s that will complement what you have. </li></ul>
  33. 33. <ul><li>How do you evaluate “character” of athletes? </li></ul><ul><li>In evaluating character you immediately measure how this person leads his life on and off the ice. Not only how they lead individually, but also how they interact with teammates, friends and those superior to them. Furthermore you talk to those closest to the player, such as parents, coaches, teachers, advisors, etc. </li></ul>
  34. 34. <ul><li>How do you ensure that players you bring in fit the team mold? </li></ul><ul><li>The transition is based on the tradition of 43 years of Flyers hockey which every player who arrives here knows what is expected of them. This is done through great team leadership with the current core group of players leading by example . </li></ul>
  35. 35. <ul><li>How do you decide who will be the correct captain for the team? </li></ul><ul><li>Those who are chosen to be a Captain of an NHL Team generally have strong character, good work ethic and care for teammates. The selection process is done primarily between the GM and the Head Coach. </li></ul>
  36. 36. <ul><li>What is the “vision” or “statement” or the goal of the Philadelphia Flyers? </li></ul><ul><li>We go into every season with the goal of winning the Stanley Cup. </li></ul>
  37. 37. Jenny Sinert Director of Administrative Services Town Sports International <ul><li>Which is a better way to build a team: hiring in office or out of office? Why? </li></ul><ul><ul><li>That depends on the role you are looking to fill and your ability to identify the specific set of skills needed. If you currently have a candidate who you believe has the vision and ability to fill that specific role, the company would certainly benefit from the experience they have and build upon it. If not – bringing outside talent into the mix can be refreshing and educational. </li></ul></ul>
  38. 38. <ul><li>How do you figure out what roles each member of the team will have when bringing someone new into the office? </li></ul><ul><ul><li>If they are replacing someone, I would make sure they possess the basic skills to fill the void, and track their growth and progress as they are given more responsibilities. Learning the behaviors of the team members is invaluable in building a successful team. I build on strengths and inspire a positive competitive spirit when bringing a new employee into my team. </li></ul></ul>
  39. 39. <ul><li>How do you ensure that possible employees you bring in fit the team mold? </li></ul><ul><ul><li>Personality is a very important factor in building a team. While interviewing people, I like to have them talk about their life experiences, travel, their family and friends, hobbies, school, and I try to assess their demeanor as well as their skill sets. The more we respect and understand each other, the more we can accomplish as a team. </li></ul></ul>
  40. 40. <ul><li>How do you evaluate “character” of coworkers? </li></ul><ul><ul><li>Are they motivated, continuously driving the business, leveraging resources, providing operational guidance to achieve business objectives? Are they communicative, open to new ideas, focused on the strategic plan and supportive of others? </li></ul></ul>
  41. 41. <ul><li>What is the “vision” or “statement” or the goal of TSI? </li></ul><ul><ul><li>TSI’s mission is “Improving lives through exercise”. TSI’s values include: passion, pride, integrity, respect and dignity, balance, accountability and responsiveness. </li></ul></ul>
  42. 42. Picking the Right Players <ul><li>“ The [New England] Patriots’ secret is not overpaying for good players who aren’t great, but who collectively fit exactly what the coach wants them to do.” –Sports Illustrated (page 95) </li></ul>
  43. 43. <ul><li>“ [Herb Brooks] was on the phone. He was calling coaches and teachers and family members of all kinds of players, just trying to find out what kind of people those players really were and if they were good citizens. He wanted to know everything about them down to their traffic tickets” –Dave Brooks (page 145) </li></ul>
  44. 44. Player Management <ul><li> “ I’m not going to treat you players all the same. Giving you the same treatment doesn’t make sense, because you’re all different…You are different from each other in height, weight, background, intelligence, talent, and many other ways. For that reason, each one of you deserves individual treatment that is best for you. I will decide what that treatment will be.” –Coach John Wooden </li></ul>
  45. 45. <ul><li>“ I didn’t think I played all that well, but after we got back, my agent called and said Herb Brooks didn’t want me to sign a pro contract, because he wanted me to come out for the Olympic team. I said, ‘He really said that?’ because I didn’t think I had played very well. My agent said he liked my character, my effort, my attitude, and who I was as a person. His assessment of me didn’t have anything to do with how I played.” –Jack O’ Callahan (page 144) </li></ul>
  46. 46. <ul><li>“ Some players’ lives have been shit, so I need to mix in some whipped cream. Some players’ lives have been whipped cream, so I need to mix in some shit.” –John Wooden </li></ul>
  47. 47. Bibliography <ul><li>Devellano, J., & Lajoie, R. (2008). The Road to Hockeytown: Jimmy Devellano's Forty Years in the NHL . New York, NY: Wiley. </li></ul><ul><li>Gilbert, J. (2008). Herb Brooks: The Inside Story of a Hockey Mastermind . Stillwater: Voyageur Press. </li></ul><ul><li>Hanrahan, Barry. (2010). Email Interview. </li></ul><ul><li>Heathfield, S. M. Twelve Tips for Team Building: How to Build Successful Work Teams. Human Resources - Business Management Development Jobs Consulting Training Policy Human Resources . http://humanresources.about.com/od/involvementteams/a/twelve_tip_team_2.htm </li></ul><ul><li>Heathfield, S. M. Team Building - How to Build Powerfully Successful Work Teams by Team Building. Human Resources - Business Management Development Jobs Consulting Training Policy Human Resources . http://humanresources.about.com/od/involvementteams/a/team_one_stop.htm </li></ul><ul><li>Price, C. (2007). The Blueprint: How the New England Patriots Beat the System to Create the Last Great NFL Superpower . New York, NY: Thomas Dunne Books. </li></ul><ul><li>Siner, Jenny. (2010). Email interview. </li></ul><ul><li>Team work and team building: how to work as a team. Essortment Articles: Free Online Articles on Health, Science, Education & More . http://www.essortment.com/all/teamworkandt_rhuw.htm </li></ul><ul><li>The Basics of Team Building. Leadership, Management, Team and Business resources . http://www.teamtechnology.co.uk/tt/t-articl/tb-basic.htm </li></ul><ul><li>Useem, M. (2007). Michael Useem on Leadership. The Practice of Leadership . </li></ul><ul><li>Whetten, D. A., & Cameron, K. S. (2007). Developing Management Skills . </li></ul><ul><li>Alexandria, VA: Prentice Hall. (Original work published 1998) </li></ul>

Notes de l'éditeur

  • Helping team members become comfortable with one another takes precedence over task accomplishment The first task is to ensure that all team members know one another and that their questions are answered
  • Providing supportive feedback and fostering commitment to a vision are needed from team leaders Team members become contented with team membership and begin to value the team’s goals more than their own personal goals
  • They do begin to take sides on issues, to find that they are more compatible with some team members than others, and to align themselves with certain points of view Leads to coalitions/cliques being formed; competition among group members; disagreement with the leader; challenging others’ points of view
  • Three key outcomes: Accomplishing tasks or objectives Coordinating and integrating team members’ roles Assuring the personal well-being of all team members Once a person experiences this kind of excellence, team performance stuck in the first three stages of development will never be satisfactory again