Coming together is a beginning. Keeping together is progress.Working together is success.
Team building is pursued via a variety of practices, and can range from simple bonding exercises to complex simulations and multi-day team building retreats designed to develop a team (including group assessment and group-dynamic games), usually falling somewhere in between. It generally sits within the theory and practice of organizational development, but can also be applied to sports teams, school groups, and other contexts. Team building is not to be confused with "team recreation" that consists of activities for teams that are strictly recreational. Team building skills are critical and even if you are not in a management or leadership role yet, better understanding of team work can make you a more effective employee and give you an extra edge in your corporate office. Possess clear goals that get cleared out by each team member. One thing that needs to get avoided is overlapping of authority. Also build an environment of open trust wherein team mates communicate openly with trust. Also be loyal to your employees because even they expect the same what you do. Allow your office team members build trust and openness between each other in team building activities and events. Give them some opportunities of extra social time with each other in an atmosphere that encourages open communication.
Possess clear expectations[/b][/b]
Whether team members understand why the team was created
Context[/b][/b]
Team members should know why they are participating in the team, are they aware of strategy of using teams in the organization. Defining the importance of teams in the organization is also important.
Commitment[/b]
Analyses whether team mates are willing to participate and their degree of willingness.
Corporate team building skills are one of the basic requirements for the proper working of a good company, regardless of its size and service. However, they contribute to a single goal, the progress of the company. Corporate team building skills enable companies to become responsive and customer friendly.
An efficient team is formed after going through these four stages.
Forming - Team members get to know each other and their roles in the team.
Storming - Members come up with ideas which are discussed within the team.
Norming - Differences pertaining to ideas are resolved.
Performing - A perfect team is created and the performance graph goes upwards.
A great team will have:[/b][/b]
Members sharing leadership responsibility and rotating other roles as needed.
All participating in idea generation, problem solving, and decision-making
Members showing support, respect, and trust for one another
All taking actions and doing work that is necessary to reach team goals.
Members managing conflict by confronting issues and inappropriate behaviors.
Participate
Whether it is meetings, brainstorming sessions, conference calls or any other activities, it is important that you participate wholeheartedly. If someone puts forward an idea, ask questions without restraint.
Be open-minded
Often, you may put forth ideas that will be mulled over by the team as a whole and may eventually be rejected. Be broad-minded and confident enough to accept this.
Be clear about your role
Help teammates and leader
Dominating
The team member who does this is usually the most annoying person, who tries to force his ideas and opinions on everyone.
Team-building exercises and activities also provide a wonderful opportunity to bring to life the increasing awareness and interest in 'ethical organizations'. These modern ethical business ideas and concepts of sustainability, 'Fairtrade', corporate social responsibility, the 'triple bottom line', love, compassion, humanity and spirituality, etc., are still not well defined or understood: people are unclear what it all means for them individually and for the organization as a whole, even though most people are instinctively attracted to the principles. Team-exercises and discussions help bring clarity and context to idealistic concepts like ethics and social responsibility far more effectively than reading the theory, or trying to assimilate some airy-fairy new mission statement dreamed up by someone at head office and handed down as an edict. Fundamental change has to come from within, with support from above sure, but successful change is ultimately successful because people 'own' it and see it as their change, not something handed down