Ensuring Successful

Work Teams
Nancy Franz, Ph.D.
Associate Director UNHCE

Vanessa Druskat, Ph.D.

UNH Whittemore School of
Business and Economics

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^ Understand why teams are important
^ Explore elements of successful teams
^ eview elements of effective team
leadership and followership
^ Explore the link between emotional
intelligence and successful teams
^ Discuss implications for Extension teams

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ÿ Welcome and Introduction

ÿ Best Team/Worst Team Exercise
ÿ Team Effectiveness 101
ÿ Building Emotional Intelligence in
Teams
ÿ Q&A/Discussion

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Î Think of a team you have been a part of that was
an excellent experience. The team performed well.
It was the best team experience you¶ve ever had.

ÿ Think of a team you have been a part of that

was an awful experience. The team performed
poorly. The worst team experience you¶ve ever
had.

ÿ Underneath each team name, write notes

describing the characteristics or circumstances
that contributed to that experience.
‰
 
 

    

c. At your tables, discuss the

differences you find between your
two teams.
þ  What similarities, themes or patterns
emerge from the comparisons across
all your lists?

  Be prepared to report the most

important themes, patterns, or
similarities. 
Team Effectiveness 101

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 Why Teams?

^ Democracy at work
^ Embrace and enhance change
^ Human development
^ Effective decision making
^ Network development/connectivity


 Successful Team Elements

^ Clear purpose
^ Team member attributes
^ Unified commitment
^ Strong relationships
^ Communication

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 Successful Team Elements (cont)

^ Trust and confidence

^ Accountability
^
eadership
^ Clear, enticing roles & responsibilities
^ Physical factors

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 Effective Team
eadership

^ A move from manager of tasks to

facilitator of process
^ A move from leader as individual to
leadership as a team skill

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 Team
eadership Goal

^ Increase group development and

performance
^ Build trust, autonomy and authority of
team members
^ Construct an environment that fosters
collaborative learning

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 Team
eader oles

^ Co
Co--learner
^ esource
^ odel
^ Problem solver
^ Trouble shooter
^ Advocate of collaborative learning

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 Team Facilitation Skills

^ anage the communication process

^ Serve as a neutral person in directing
discussion
^ Work for good use of time
^ Stimulate creative and critical thinking
^ Promote teamwork and cooperation

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 Team
eadership Tips

^ now yourself
^ Be a situational leader
^ now what aspects of leadership are not
situational
^ Work with others different than you
^ 0% of value comes in the first 50% of
time

c‰
 Team
eadership Tips (cont)

^ Share power with others

^ Suspicion and rumors can lead to reality
^ otivate others through shared beliefs
and values
^ Actively manage conflict
^ Build trust

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 Team Follower Tips

^ Take responsibility
^ Follow through
^ Contribute
^
isten
^ Communicate clearly
^ Give helpful and positive feedback
^ Accept and use feedback
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 The Educatorƞs ole

Architect of a safe and fertile environment

for successful teamwork

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 Building Emotional
Intelligence in Teams

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^ In sum:
ƛ Understanding Yourself
ƛ anaging Yourself
ƛ Understanding Others
ƛ anaging Others

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Amygdala
Hippocampus

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 The Emotional Process and
Emotional Intelligence


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Awareness of Emotional
Behavior
Situation Arousal

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Why Do Smart People Fail?
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ƛ Intellectual ƛ Emotional Intelligence
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knowledge, and factor in success
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In Groups: 
 

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^ Emotion is 


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 What is Group
Emotional Intelligence?

^ The ability of a team to generate operating

norms that increase awareness of emotion
and management of behavior in ways that
have positive emotional consequences

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Better !ecisions, More Creative Solutions, Higher roductivity

articipation, Cooperation, Collaboration

Trust, Õroup Identity, Õroup Efficacy, Networks

Õroup Emotional Intelligence

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Individual
Emotional
Intelligence

Awareness of Emotional
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Situation Arousal

Õroup
Emotional
Intelligence

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Õroup EI
Õroup Awareness of Members
Members Õroup Management of Members

Õroup Õroup Õroup SelfAwareness

Õroup SelfManagement

ther Õroup Social Awareness

Õroup Social Skills
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Cross-
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 SUA Y
Our Studies Show:

^ EI and Group EI have significant

financial impact
^ EI and Group EI can be developed

^ Small changes in EI and Group EI

can have a big impact ƛ you do not
have to show all competencies/
norms all the time
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^ Empathy
^ Emotional awareness ^ Service Orientation
^ Accurate self-
self-assessment
^ Self
Self--confidence ^ Organizational awareness

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^ Adaptability ^ !  
 

^ Self--control
Self
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^ Conscientiousness
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^ Initiative
^ Achievement Orientation ^  
^ Trustworthiness ^   

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