Definition
Ability to effectively work and complete
assignments in group settings. Works cooperatively with
others to achieve common goals.
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Behavioral Descriptions
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Proficiency Level 5
Cultivates unity and commitment among
team members.
Conducts team-building exercises.
Involves everyone on the team.
Praises the team and its achievements
to others.
Orchestrates alliances among major
stakeholder groups
Fosters a cooperative teamwork
environment for agency wide operations, programs, or
service areas.
Facilitates cooperation among
divisions, offices, and programs and of the overall
organization.
Sets up systems that ensure
organization-wide collaboration.
Establishes partnerships with other
organizations or major stakeholder groups.
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Proficiency Level 4
Identifies needs and provides
assistance to team members.
Forms positive relationships with
team members.
Unselfishly gives credit to others
for accomplishments.
Uncovers issues that block team
effectiveness.
Facilitates collaboration among
various functional or stakeholder groups.
Gets large segments of an
organization or its customers, suppliers, or employees
to work together.
Strengthens teamwork between several
areas of operation in a major area of business.
Participates in joint-efforts as a
team-member at the executive level.
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Proficiency Level 3
Actively provides information and
suggestions.
Accepts and completes team
assignments.
Follows through on commitments to
team members.
Builds cooperation among multiple
related groups
Builds mutual assistance of multiple
related functional teams.
Coordinates successful inter actions
between related work teams or stakeholder groups.
Fosters teamwork among members of
several related small groups, sub-functions, or small
programs.
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Proficiency Level 2
Little involvement in group process.
Offers infrequent comments or
suggestions.
Participates when required.
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Proficiency Level 1
Does not accommodate team
requirements.
Does not participate in group
activities.
Openly critical of other's
suggestions; Uses negative sarcasm.
Offers tactless, inappropriate
comments.
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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
Books
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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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