Teams are the critical engine for driving performance in organizations. Every team is a unique set of individuals but rarely are team members given clear guidance on how to work well together.
Daniel Goleman first popularized the need for self-awareness and self- control as being the initial steps to develop EI. Team members must possess these two competencies for the team to work effectively together and enjoy the process along the way. However, within teams, individuals require a level of EI in addition to their own self-management. To enable dialogue, formulate/meet goals, and work cohesively, people require (among other behaviors) empathy for one another, the ability to resolve conflict, and manage effective relationships.
Most team development models address the team journey (e.g. Katzenbach and Smith) or team dysfunctions (e.g. Lencioni). Additionally, many models were created before the evolution of the wide variety of teams and team members that exist today. A major challenge of leadership in the 21st Century is to maximize the contribution of team dynamics. Some of these dynamic performance constructs include cross-functional, self-managed, cross-cultural, project focused, remote working, geographically remote, and matrix managed teams (to name but a few). The team performance model presented in this program is inclusive of the plethora of team constructs to maximize performance.
In this workshop we will use the Team Performance Model and framework to demonstrate how EI is one of the inherent success factors for teams and what a team needs to reach its purpose. Participants will also explore a related tool, the Team Performance Inventory, to enable teams to identify and share their personal needs and values to support ongoing dialogue.
Concluding the program participants will be able to:
• Explain the requirement for EI within teams.
• Explain the six domains of the Team Performance Model and their impact on the performance of a team as they relate to EI.
• Identify the strengths of their own teams in each Domain and the EI behaviors they notice as strengths in their teams.
• Identify the Domains in which teams with whom they work may require. improvement or strengthening and which EI behaviors may be missing.
• Be able to describe the structure of the Team Performance Inventory report.
• Interpret an example Team Performance Inventory report and make suggestions on how to coach a team using the report.