Team Building Personal & Group Inventory Description Associations depend upon the contributions of both volunteer and staff leaders to achieve their goals. Creating a plan of action that defines that direction is the easy part. The challenge comes in getting the new leadership team to connect in ways that generates productive discussion, consensus-building and good decision-making. In a diverse society, however, every leader brings their own unique experiences and perspectives to the group. This affects the group s ability to develop a needed level of social cohesion. In order to create a meaningful experience, additional steps must be taken to identify specific actions that foster and build a highly productive working relationship. Because the time these individuals have together is often limited, special tools must be used to help focus attention on the issue and desired working relationship. But the actions selected can only be achieved when they are repeated sufficiently enough to replace existing behaviors and norms. Suggestions for Using This Tool Consider using this tool in the following ways: as an assessment for volunteer and staff leaders in preparation for a leadership training session, an organization/department staff retreat; as an assessment for the incoming chief elected officer and chief executive officer to identify areas that will enrich the working relationship; as an assessment that defines and reinforces for volunteer and staff leaders the values your association holds in building productive working relationships; and as a reference tool for volunteer and staff leaders interested in learning more about how to increase their own effectiveness. Key Audiences incoming officers strategic or long-range planning committee board of directors committee chairs executive director professional staff Preparation Tips Download, print, and copy the four 8.5 x 11-inch pages either double-sided and stapled; or into a folded 11 x 17 booklet. Consider preparing your own cover page highlighting the primary purpose for taking the assessment; focusing on how a tool like this assists your organization to take the steps necessary to build meaningful and productive working relationships. Ensure the piece reflects your organization s culture, values and structure. Contact the Melos Institute if you would like the piece customized for your organization. 1071 Yosemite Drive Pacifica, California 94044 USA The Melos Institute is dedicated to creating and disseminating a comprehensive body of knowledge for the advancement of membership-based organizations. 650.355.4094 phone www.melosinstitute.org website
Team Building Personal & Group Inventory Associations depend upon the contributions of volunteer and staff leaders to achieve their goals. In a diverse society, everyone comes to the team with different experiences, values, and a preferred work style. These differences can inhibit the team s ability to develop productive working relationships. Leaders often have little time to develop any kind of social cohesion with one another. To help establish a more long-term stable environment for productive discussion, consensusbuilding, and decision-making, agreement must be reached using actions that build meaningful relationships. An assessment tool, like this one, helps initiate conversation regarding acceptable, productive, and desirable behaviors. It provides an opportunity to define a set of desired actions and behaviors designed to increase the group s effectiveness. Setting such expectations ensures the actions or behaviors are repeated sufficiently enough to replace the existing norms with alternatives that generate better outcomes. Instructions This assessment helps you assess your ability to be an effective team player. Read each statement and rate it based on the frequency by which you believe you exhibit the actions or behaviors. To benefit fully, answer each statement as honestly as possible. Summarize the results to learn which areas require your immediate attention. Ultimately it is up to you to decide which actions and behaviors you want to change in an effort to support your association and build a more productive working leadership team. Incorporate these actions and behaviors into your annual individual or collective performance goals. Compile your individual results anonymously. Then transfer your scores for each section anonymously to a small card. Collect the cards from all involved and transfer the scores with the others that are attending. Build a collective summary. Use the scores to identify the areas that need more work on a collective basis. Determine the steps that should be made collectively by the team and incorporate them where appropriate into your annual or strategic plan. Always Often Never Defining & Communicating Expectations I have a vision of what my department/committee is seeking to become and the goals it seeks to achieve. I share my vision of what I and my department/committee seeks to achieve when working with others. I respect others' requests to keep certain information confidential. When working on specific problems or facing conflict, I keep the personalities of those involved separate in order to arrive at the best decision. I solicit input and request feedback from others about my projects and programs. I always start by identifying those departments should be involved in my projects. I make it a point to learn as much as possible about the skills and experiences of my colleagues. I establish clear and specific expectations of what I expect from myself to produce a successful program or project. I establish clear and specific expectations when seeking support from others. I understand how my department/committee contributes to the association's ability to achieve its goals. I maintain open, transparent, honest, and frequent communication with others. While I may participate with others on projects, I realize there are times when only the leader of the group can make the final decision. I support the final decisions made by the team even if they are not the solutions I had in mind.
Always Often Never Taking Stock of My Personal Values I believe more can be accomplished by working with others; than by working alone. I am honest with myself about my strengths and weaknesses. I seek assistance when I reach a roadblock on a project or program. I follow through on what I agree to do for others. I am consistent in practicing my personal values. When speaking with others, I keep eye contact to show them that I am interested and am listening. I bring enthusiasm and encouragement to every meeting I attend. If another staff member or department is overloaded, I believe it is important to offer my assistance. I expect conflict will arise when working with others but seek to find a common ground for discussion and decision-making. I maintain a positive attitude (refrain from getting defensive) when getting advice and counsel from others about my programs or projects. I am willing to take risks (and possibly risk failure) in order to achieve a project's goal. I strive to bring out the best in all the staff in the association. Even though I may be uncertain about the success of a project, I display confidence among my colleagues and among volunteer leaders. I support the association's policy decisions even when they conflict with my own personal opinions. I share my intentions openly when working with others. Always Often Never Tapping the Expertise & Talent of Others I take time to learn the resources and information that other departments and committees generate or have generated that will help enrich my programs or projects. I consider the particular abilities, skills, and talents needed from others that will help make the project or program successful; use that information to identify those that are invited to participate. I make an effort to gain more information about goals and aspirations held by other departments and committees; and consider how my efforts can be of support to them. I have made it a point to be familiar with the roles and responsibilities of other departments and committees. I work to create an environment within the scope of my projects and programs that encourages others to express new ideas and suggestions. I take steps to instill in others a sense of ownership for the projects within which they are involved. I help others recognize their talents and encourage them to develop them further.
Always Often Never Fostering Team Development I make sure those working on specific projects have the necessary training to do the job. I always come to meetings prepared and also seek to obtain others' viewpoints as well. If I find something that I know would be of interest to another staff or committee member, I make sure to share it or pass it along. I go the extra mile by doing more than just what s expected within my own specific area of responsibility. I go the extra mile by doing more than just what s expected to support other department or committees within my organization. I include others when setting goals on projects that will affect them or their department/committee. I take time to brainstorm with others before developing a set of strategies for my projects. I establish a list of tasks, timelines for completion, and individuals accountable for each project and activity for which I am responsible. I remind others frequently that their efforts contribute to the overall good of the project or activity. I make sure all who contributed to a project are duly recognized for their accomplishment. I ask those involved in projects and programs to evaluate results at its conclusion. When invited staff or committee members are unable to attend meetings, I schedule time to share the results and answer questions. I encourage others to look for what can learned from failed experiences. I ask volunteer and staff leaders to participate in and/or review my short-term and long-term plans. I make certain the staff involved in a program or project are well-informed of a project's progress. I encourage others to challenge themselves professionally and personally through their involvement in a project or activity. I help the team see at the end how their collective efforts relate to the project s success. Notes:
Summary Instructions: Count the total number in each column in each section and place the number in the appropriate box below. The total score reflects the total number of responses possible in each section. Then transfer your scores anonymously on a card; collect all the cards from your group and transfer the anonymous scores to a piece of flipchart paper. Review your individual scores on your own. Identify those areas in which your always score falls below 50% of the total number of statements. Select at least three or four actions you will seek to improve (moving from often/never to always) in the next 12 months. Review the group s scores. Select two or three statements from the entire assessment that are scored in the often or never category. Convert the statements into desired strategies or actions; list them below; incorporate them into your annual or strategic plan. Be sure to include measures to assess progress of your group s performance. Evaluate these actions or behaviors on a routine basis; more frequently than the plan itself. Scoring Always Often Never Defining & Communicating Expectations Total score: 13 Taking Stock of My Values Total score: 15 Tapping Expertise & Talent Total score: 7 Fostering Team Development Total score: 12 Total Total score: 47 Individual Actions to Work On Defining & Communicating Expectations Leadership Team Taking Stock of My Values Tapping Expertise & Talent Fostering Team Development Defining & Communicating Expectations Taking Stock of My Values Tapping Expertise & Talent Fostering Team Development Actions to Work On For more information, contact the Melos Institute 650.355.4094 info@melosinstitute.org