Definition
Ability to effectively manage and guide
group efforts. Includes providing appropriate level of
feedback concerning group progress. Leading and
supporting a team to achieve results.
Builds short- and long-term
relationships with people critical to work and project
success. Relationships involve all those encountered at
work. Is respected as a valid resource through consistent
actions and behaviors. Builds relationships by bringing
conflicts and disagreements into the open, as appropriate.
Makes appropriate or acceptable compromises in order to meet
goals and to gain cooperation from others.
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Behavioral Descriptions
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Proficiency Level 5
Is instrumental in successfully
developing the vision and direction of an entire large
organization or mega-division.
Generates broad internal and external
support for the mission, goals, agenda, policies, etc.
of an agency.
Assumes leadership of a large
business, government agency, or national professional
organization.
Gains confidence of the entire range
of internal and external customers of a large
organization.
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Proficiency Level 4
Shapes or has major influence upon
the goals and objectives of a large part of an overall
organization.
Integrates or coordinates the efforts
of key members or leaders of several interrelated
functions of a division or large program in an agency.
Influences the support of an
organization’s leadership team.
Leads interagency organizations,
committees, or task forces involved in statewide
processes.
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Proficiency Level 3
Contributions have major impact upon
the work, activities, or output of several teams or
groups.
Organizes and assigns the activities
of multiple teams to accomplish goals.
Chairs cross-functional committees or
task forces charged with improving organizational
processes.
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Proficiency Level 2
Actively interacts with and motivates
others within a small work group.
Coordinates activities of a single
work unit, project team, local stakeholder group, or
assigned group of clients/customers.
Leads a committee, task forces, or ad
hoc group.
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Proficiency Level 1
Sets a positive example for others.
Encourages and supports teammates in the
completion of assignments.
Helps another employee improve the
personal efficiency.
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Suggested Activities for Development
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Work with people you do not normally
work with or do not know very well.
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Once a month, pass along an
interesting article to someone in your work unit or
department that would benefit from the information.
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Volunteer to participate on a project
that will require a high level of cross-functional
teamwork.
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Keep a record of all your involvement
in committees, meetings, and informal team activities
for a period of time. Work to increase the involvement
and keep track.
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Each week, volunteer to help at least
one person in your work unit or department.
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Volunteer to summarize notes from
team meetings and send them to all team members.
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If you are a manager, meet with peers
from other work units or departments to find how your
team can work more effectively with other work units.
Devise a plan to implement some of their suggestions.
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Create a system where employees can
recognize each other for good work.
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Recognize team members’ contributions
at each team meeting.
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Make a habit of asking people who do
not normally work together to work on projects together.
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Devise a plan to create team spirit
in your work unit or department (e.g., organize informal
team get-togethers, contests, parties, team chants,
impromptu celebrations or participate in community
service activities, etc).
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As a team building exercise, have
each team member describe how each person contributes to
the team uniquely. Make a list for each person to show
the differences and likenesses of all team members.
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Develop a short list of ‘values’ with
your department or unit to guide decision-making and
interpersonal behavior. Get your team involved in making
the list. Review the list at meetings.
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Seek feedback from your manager and
staff regarding your team management techniques. Work to
improve problem areas.
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Work with team members to create or
refine the team’s mission statement.
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Identify a critical issue within your
organization. Volunteer to lead a task force to solve
the problem that involves people from different
departments.
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Work with a manager or co-worker who
has effectively managed teams to develop your skills in
this area.
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Identify a current obstacle that is
impeding your team from working effectively. Determine
the root causes and possible solutions. Share your ideas
with your manager. Develop a plan to implement the
solutions you have identified. Monitor the results.
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Facilitate a group discussion with
team members to solve a problem in your work unit or
department.
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Recommended Courses
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Additional Resource
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The Performance Factor: Unlocking the
Secrets of Teamwork by P. MacMillan (Broadman & Holman,
2001). Discussion about the characteristics of a high
performance team and how to implement a new paradigm of
leadership to bring any organization to greater
efficiency.
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Teamwork Is an Individual Skill:
Getting Your Work Done When Sharing Responsibility by C.
M. Avery & M. A. Walker (Berrett-Koehler, 2001). Offers
best practices, tips, and developmental activities for
taking personal responsibility for the success of teams
and other relationships at work.
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High Five! The Magic of Working
Together by K. Blanchard & S. Bowles (William Morrow,
2000). Offers fair share of commonsense wisdom when it
comes to putting together, motivating, and sustaining
work teams worthy of the Stanley Cup.
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Encouraging the Heart: A Leader's
Guide to Rewarding and Recognizing Others by J. M.
Kouzes & B. Z. Posner (Jossey-Bass, 1999). When it comes
to motivating people to higher standards of performance,
nothing— not even money— works as powerfully as the
recognition of individual effort and achievement.
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Teamwork & Teamplay by J. H. Cain &
B. Jolliff (Kendall/Hunt Publishing Company, 1998).
Learn activities, learn the how, what, when, where, and
why for these activities are useful.
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Behavioral-Based Interviewing Questions
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