Effective teamwork webinar Miodrag Kostic, CMC Certified Management Consultant - Serbia, Belgrade http://www.businessknowledge.biz/ http://www.miodragkostic.com/

1. Miodrag Kostić, CMC
Effective teamwork

2. 1986-2002: 16 years living and working in the USA
1992-1997: Owned and managed “T-gallery” retail stores in NY & Honolulu
Miodrag Kostic, CMC

3. 1998-2002: Owned and managed “Web Consulting Honolulu”, USA
Clients:

4. 2003-Present: Working for the best companies in the South East European region

5. 2005-Present: Working for International Development Organizations

6. Since 2019 freelance trainer at “Qatar Skills Academy” in Doha

7. CIMC - Certified Innovation
Management Consultant
CMC - Certified
Management Consultant CDTC - Certified Digital
Transformation Consultant

8. Why is teamwork
important for business
competitiveness?

9. “Great things in business are never done by one person.
They're done by a team of people.” -- Steve Jobs

10. What are the reasons for working in teams?

11. Why do we have teams in emergency rooms?
Different specialties Better knowledge 1

12. Why do you like to go to work in the morning?
We like social interactions Better motivation 2
My team has a problem, I can't wait to help them find a solution

13. What is the best way to make decisions?
Value based self-governance Better decisions 3

14. “Wisdom-of-the-crowd”
“Solvay conference” 1927 in Brussels 17 Nobel price winners
Better wisdom 4

15. How successful are teams in
leading companies?
What do you think: What is the %? Write it down

16. 75% of Cross-Functional
Teams Are Dysfunctional
Survey of 95 teams in 25 leading corporations showed that
75% of cross-functional teams are dysfunctional

17. EXERCISE : Rate your teamwork
- Rate the quality of your teamwork giving marks 1-10
- Write your estimate on the paper
What is the usual average mark ?
7

18. How do you fix dysfunctional teams?
Is rafting the best solution?

19. “Teamwork remains one sustainable competitive
advantage that has been largely untapped!”
What is the best book on teamwork?

20. “Leadership fables” by Patrick Lencioni

21. What are the
biggest problems
of teamwork today?

22. 1. Don’t see that they have teamwork problem
They think that their team functions perfectly

23. 2. Don’t see a personal benefit from teamwork
They think it's much better to look for individual gains

24. They think it's very hard to improve teamwork
3. Don’t see how to improve teamwork

25. What are the 5
major dysfunctions
of a team - any team?

26. 1. Absence
of trust
2. Fear of
conflict
3. Lack of
commitment
4. Avoidance of
accountability
5. Inattention
to team results
5 dysfunctions
of a team

27. 1. Absence of TRUST
Do your people trust each other?

28. Fear of VULNERABILITY
What is the cause of the lack of trust?
Emotion we experience in times of uncertainty, risk, emotional exposure

29. Psychological safety makes it possible to give tough feedback and have
difficult conversations without the need to tiptoe around the truth.
In psychologically safe environments, people believe that if they make
a mistake others will not penalize or think less of them for it.

30. If you are part of the group with no trust?
How would you feel? How would you perform?

31. How do you build trust?
“Key ingredient in building trust is not
time, it is courage” -- Patrick Lencioni

32. Members of great teams trust one another on a
fundamental, emotional level, and they are
comfortable being vulnerable with each other about
their weaknesses, mistakes, fears, and behaviors.
Why TRUST?

33. 2. Avoiding CONFLICT
Do you have productive discussions?

34. What is the cause of avoiding conflict?
Lack of TRUST
Bias: Conflicts decrease efficiency

35. Why is it good to have constructive conflict?
If team members don’t move out of their comfort
zone, they will not make the best possible decisions.

36. Teams that trust one another are not afraid to engage in
passionate dialogue around issues and decisions that are key to
the organization’s success. They do not hesitate to disagree with,
challenge, and question one another, all in the spirit of finding the
best answers, discovering the truth, and making great decisions.
Why CONFLICT?

37. 3. Lack of COMMITMENT
Are team members doing what they promised?

38. What is needed to achieve commitment?
You need CLARITY
To avoid misunderstanding

39. What is required to maintain comitment?
Create detailed action plan
With clear responsibilities

40. Teams that engage in unfiltered conflict are able to achieve genuine
buy-in around important decisions, even when various members of
the team initially disagree. That’s because they ensure that all
opinions and ideas are put on the table and considered, giving
confidence to team members that no stone has been left unturned.
Why COMMITMENT?

41. 4. Avoidance of ACCOUNTABILITY
Are team members accountable to the team?

42. What is the cause of un-accountability?
Team members are not committed to decisions

43. Spartans excused, without penalty, the warrior who lost his
helmet or breastplate in battle, but punished the man who
discarded his shield with the loss of all his citizenship rights
Why?

44. ACCOUNTABILITY = Willingness to remind other team
members when they do not abide by group standards
What is the meaning of accountability?

45. They put them in a situation where they can only survive as a team
Then they realize that they will get help only if they help others
Why do they make them suffer?
For the first two weeks everybody wants to be better than others

46. On behavior, not only on resultsFEEDBACK
How to develop accountability?

47. Teams that commit to decisions and standards of
performance do not hesitate to hold one another
accountable for adhering to those decisions and
standards. What is more, they don’t rely on the
team leader as the primary source of accountability,
they go directly to their peers.
Why ACCOUNTABILITY?

48. 5. Inattention to team RESULTS
Are they focused on team results?

49. What is the cause of inattention to results?
Team members not accountable to each other
Looking for personal-individual gain

50. What do we do to focus on team results?
We measure team results

51. When there is trust–discussion–commitment-accountability,
then, and ony then, there is a focus on team results
Everybody must be a ”whistle blower”
How do you maintain great team results?

52. Teams that trust one another, engage in conflict, commit to
decisions, and hold one another accountable are very likely to set
aside their individual needs and agendas and focus almost
exclusively on what is best for the team.
Why TEAM RESULTS?

53. How can you
overcome the 5 major
dysfunctions of a team?

54. How to improve teamwork?
A field guide for Leaders, Managers and Facilitators

55. 1. No fear of vulnerability
2. Productive conflict - discussion
3. Commitment to decisions
4. Accountability to each other
5. Focus on team results

56. EXERCISE : Example of great teamwork
- What was the most effective (least dysfunctional) team for you.
- Why was it effective, with regards to 5 dysfunctions of a team:
1. Fear of vulnerability
2. Avoiding conflict
3. Commitment to decisions
4. Accountability
5. Team results
Discussion

57. Who is the
ideal team player?

58. Higher slow, fire fast
Wrong employees costs the company 3-6 yearly salaries
How do you choose team members?

59. “Men wanted for Hazardous journey. Small wages, bitter cold,
long months of complete darkness, constant danger, safe
return doubtful. Honor and recognition in case of success”
Sir. Ernest Shackleton

60. 1. HUMBLE
Egoistic, selfish
2. HUNGRY
Lazy, uninterested
3. SMART
Bad at relationships
The ideal
team player
HUMILITY
ENERGIZEDPEOPLE SMART

61. HUMBLE – Humble is pretty obvious. We can't abide big egos.
HUNGRY – Working hard and being passionate about our work.
SMART – Being aware of the people around you and dealing with
them in a positive, functional way.

62. THANKS :)
www.miodragkostic.com
kostic.miodrag@gmail.com