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Team Building

The RACI Chart
RACI is a charting system that helps to ensure that all aspects of a plan are identified, managed and completed efficiently and effectively. It is used to plan who does what by identifying those who are Responsible for tasks, those Accountable, who should be Consulted and who should be kept Informed.


Characteristics of an effective Team
A list of essential characteristics of effective high performaing teams.


Running a team briefing
One of the most effective methods of motivating individuals is by communicating the aspirations, goals, successes and any forthcoming changes to the individuals within the organisation.


Putting a team Together
There are two main essential ingredients for the formation of any team, the first one is that each team member must be fully aware of and has complete buy in of the team's common goal and the second ingredient is that each team member should fully understand his/her role and its importance towards achieving the common team goal.


Stages of teams development
Teams go through various stages of development. Bruce Tuckman and M.A. Jensen (1965-1977) refer to these stages as Forming, Storming, Norming, and Performing. Read this article to find out more.

Teams go through various stages of development. Bruce Tuckman and M.A. Jensen (1965-1977) refer to these stages as Forming, Storming, Norming, and Performing. Knowing what to expect in each stage can help teams or individuals in the team. Team leaders and other members of the group have an important role to play in each stage. Effective team players can successfully move a team toward maturity with specific positive actions.

 Stage 1: Forming 

Characteristics of this stage:

Group members may be anxious, adopt wait-and-see attitude, or be formal.
No clear idea of goals or expectations.
Not sure why they are there.
 What you can do to help:
Team writes its own charter or mission statement and clarifies goals.
Remember, goals must have personal buy-in.
Help team establish boundaries and determine what is expected.
Team members get to know each other doing non-conflict laden task. This builds commitment towards one larger goal.
Help them know what to expect; communicate and reassure.


Stage 2: Storming

Characteristics of this stage:

Team members eager to get going.
Conflict can arise as people bring different ideas of how to accomplish goals, notice differences rather than similarities.
Some members may drop out mentally or physically.
What you can do to help:
Continue with no surprises and communicate.
Tensions will increase. This is normal, so recognize and publicly acknowledge accomplishments.
Lead/participate in meetings.
Value diversity.
Gather information and be supportive.

 

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This highly interactive workshop introduces a variety of creative problem solving and decision making tools and techniques. Participants will learn to analyze problems, generate creative solutions.

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Stage 3: Norming

Characteristics of this stage:

People begin to recognize ways they are alike.
They realize its sink or swim, we’re in this together.
People get more social.
May forget their focus in favor of having a good time.
 What you can do to help:
Recognize how they are alike.
Help with training if applicable.
Encourage them to feel comfortable with each other and with systems.
Help group stay focused on goal.

Stage 4: Performing

Characteristics of this stage:

Team members are trained and competent, and able to do their own problem-solving.
Leader will ask for critical self-assessment and look at ways to challenge them and develop them.
Mature, understand their roles and responsibilities.
Want more input in processes.

There are two main essential ingredients for the formation of any team, the first one is that each team member must be fully aware of and has complete buy in of the team's common goal and the second ingredient is that each team member should fully understand his/her role and its importance towards achieving the common team goal. The founding person or body drafts the team’s preliminary charter including the mission,team goals, expected outcomes, time requirements, and authority level. In addition, the founding person or body is responsible for defining, communicating, and negotiating the ‘‘what’’ (direction),‘‘why,’’ and ‘‘when’’ to the team. The team may question aspects of the direction or seek clarification; leadership teams often jointly define direction with management. The team is then responsible for determining the ‘‘how’’ (the approach). Management must resist the temptation to draft a charter that spells out every step so clearly that the team has no latitude to create on its own.

 

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The best businesses make customers their top priority. Putting customers at the center of your business creates a service driven culture. This course motivates participants to become customer focused .

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Putting together a team charter

• Define the mission of the team—its primary purpose for existing in a sentence or two.

• Identify the SMART goals for the team: specific, measurable,achievable, results-oriented, and time bound.We find it helpful to encourage the team to draft work breakdown plans for each goal that identify major milestones and key activities under each milestone.

• Describe the major activities that the team is expected to undertake, including specific objectives to be achieved or strategies, recommendations, or analyses to be performed.

• Spell out the expected outcomes or deliverables once theteam’s work is complete.

• Identify the resources available to the team.

• Identify the type and frequency of reporting and the communication expected of the team, including who should receive copies of the team scribe notes and any interim reports.

• Identify any nonnegotiable requirements or rules that the team is expected to adhere to or that it needs to be aware of.

• Identify the skills and abilities that team members must possess for the team to accomplish its task.

• Identify the team members, and in the case of cross functional teams, how membership will be rotated.

• Identify the roles and responsibilities of the team sponsor or coach, team members, and star point roles.

• Identify the authority level that the team will have—what decisions it may or may not make—and any spending limitations.

• Identify the key relationships that the team must maintain and/or foster.

• List the key measures to be used to track the team’s success.

The RACI chart is a valuable tool to use with self-directed teams and project teams when you wish to be very clear about levels of responsibility and authority.

RACI is a charting system that helps to ensure that all aspects of a plan are identified, managed and completed efficiently and effectively. It is used to plan who does what by identifying those who are Responsible for tasks, those Accountable, who should be Consulted and who should be kept Informed.

This technique, when used properly achieves the following:

• Clear understanding who is Responsible for completion of tasks
• Who is Accountable for achievements of goals and objectives
• Which Stakeholders should be Consulted
• Which Stakeholders should be Informed of actions and progress

When developing the RACI, remember these definitions:


‘‘R’’ Responsible: the ‘‘doer’’ of the task, responsible for completing the task or making the decision. Multiple people/teams may have responsibility for completing a task or making a decision.

‘‘A’’ Accountable: the person or team held accountable for ensuring that the task/decision is completed on time and meets expectations. This person does not have to do the task. However, in a team-based environment, the accountability should focus on the ‘‘doer’’ whenever possible. Note that not more than one person or team should be accountable for any task or decision; being accountable to more than one person or team can create not only confusion about expectations but numerous other problems for the team as well.

 

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Ensuring that trainers are prepared for the task of delivering relevant and useful materials is important. Trainers that have taken the time to consider their own approaches, understandings, and skills will be better.

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‘‘C’’ Consulted: the person/team who will be consulted with by the responsible (‘‘R’’) person/team before performing a task or making a decision.

‘‘I’’ Informed: the person/team who will be informed that a task or decision has been completed or made. Even in traditional management structures, decision-making authority is often not clear. In the excitement of getting started, teams often give themselves much more authority than they truly have or should have based on their development. When the presumed authority is clarified later on, the team often experiences considerable disappointment. It is wise to place clear limits on the team at the beginning and grow the level of authority as the team demonstrates maturity and focus.

The RACI Chart 

 Functional Roles (Who does what ? )

  Person 1 Person 2 Person 3
Activity 1      
Activity 2      
Activity 3      
Activity 4      
Activity 5      

Activity: one of a list of tasks, decisions etc. that form the activity list for the plan

RACI Chart Sample :

Business process

Example: Training day

Director Trainer Admin Delegate Delegate's Manager Other Dept.
Check & Reserve dates A C R C C I
Book Venue A C R I I I
Design Course Objectives A/R C I I C  
Brief delegates I I I   A/R  
Deliver Course A R        
Evaluate Results A R I C R I

Agree actual names and who does what

RACI can be used for any job or activity which requires assigning roles or responsibilities

RACI Steps

1. Select the plan, or part of it to which the RACI will apply. Involve as many of the team as possible
2. Use the activity list or create one. The activities should be related to specific goals not to individuals
3. Take each item at a time and allocate RACI. Avoid giving all the Rs and As to the most senior.  Delegate and empower
4. Test each responsibility to complete tasks against the SMART objective criteria.
5. Monitor progress, evaluate results and keep communicating!

RACI Delivers better.... :
– Teamwork
– Cooperation
– Communication
– Less duplication of effort/rework
– Increased productivity - everyone knows what they must do

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The workshop is very well constructed, in a logical sequence and the content encompasses all the latest ideas and research.Ultimately a fantastic workshop to either deliver or participate in.                                                                    

Nige O'Shea FIMI, Professional Inspirations Ltd. UK

TrainingCourseMaterial.com's programs provide comprehensive information in a visually interesting format. Participants benefit from interactive activities that reinforce the content and making learning fun.

Jeanne Parks, Trainer & Business consultant, San Francisco, USA

TrainingCourseMaterial.com have worked hard to create a totally tailored training solution for Mobile Telephony retail managers and sales teams. By creating high impact visuals and with varied and intelligent use of ...

Craig Hines, innov8 Performance Limited, UK

I have purchased the 3 training programmes of the Complete Communications Excellence Series. I consider that the GBP 99 cost represents excellent value for money and the materials are of a high quality...

Alan Lloyd, Team Leader,EU Support to Civil Society Project

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