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5.5 Effective Teaming

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Inglés Empresarial: Gestión y Liderazgo

Universidad del Estado de Arizona

4.7 (492 calificaciones) | 34K estudiantes inscritos

Curso 1 de 4 en Inglés Empresarial Programa Especializado

Are you a business executive or a manager who uses English in your career? Then you know that good business communication in English requires focus, vocabulary, and specific linguistic structures. In this course, you will follow along a recently promoted manager as she builds and leads her team to success. Together, you will practice the language and styles of communication needed in English for: • Recruiting and training a professional team to work together with integrity and respect • Managing and participating in well-organized meetings • Making telephone conferences more efficient • Writing professional emails that are easy to read The activities in this course will give you the opportunity to share your experience and receive immediate feedback from other business professionals around the world. ¿Es usted un ejecutivo de negocios o gerente que utiliza inglés en su profesión? Entonces Ud. sabe que la buena comunicación empresarial en inglés exige los enfoques, el vocabulario y las estructuras lingüísticas específicas. En este curso, Ud. seguirá, a lo largo con un gerente recién promovido, como ella construye y conduce a su equipo hacia el éxito. Juntos, ustedes practicarán el lenguaje y los estilos de comunicación en inglés necesarios para: · Reclutar y el entrenar a un equipo profesional a trabajar juntos con integridad y respeto · Manejar y participar en las reuniones bien organizadas · Hacer que las conferencias telefónicas sean más eficaz · Escribir correos electrónicos profesionales que sean fáciles de leer Las actividades en este curso le dan la oportunidad de compartir su experiencia y recibir retroalimentación inmediata de otros profesionales empresariales en todo el mundo.

Destrezas que aprenderás

Communication, Leadership, Meeting, Writing

Revisiones

4.7 (492 calificaciones)

5 stars
381 ratings
4 stars
94 ratings
3 stars
15 ratings
1 star
2 ratings

VA

Jan 06, 2017

Excelente! totalmente recomendable, ideal para aprender y reformar conocimientos sobre Gestión y Liderazgo, aplicado a lo que realizamos día a día en nuestros trabajos.

MR

Mar 22, 2016

Excelente curso! fácil de entender y con herramientas útiles tanto para el desenvolvimiento dentro de una empresa,como para el trato con las personas en general

De la lección

Dirigir y entrenar / Managing and Coaching

Para que un empleado tenga éxito, es importante la guía que le entrega su jefe. Esto es un desafío mayor si esta guía debe hacerse en otro idioma. Después de completar el modulo "Dirigir y entrenar", usted será capaz de usar frases claves para tener una audiencia participativa lo que facilitara el proceso de dirección y entrenamiento....Facilitating employee success is a management skill that can be even more challenging when communicating in a second language. After completing Managing and Coaching, you’ll be able to recognize the importance of active listening, use key phrases and language to facilitate the coaching and mentoring process.

5.3 Coaching and Mentoring6:55

5.5 Effective Teaming8:56

Impartido por:

Wanda Huber
International Educator
Andrea Mürau Haraway
International Educator
Jenny Young
International Educator

Transcripción

Welcome back, to english for management and leadership.

In our last video, I talked about one on one coaching, and

how important it is to grow employee potential.

In this video, I'd like to shift away from the individual, and toward the team.

How many of you like working on teams?

I have been lucky enough to work on some amazing teams.

With people I have continued to stay friends with for years, and

years after the project was over.

You know, those teams where the energy is just electric, and

the collaboration makes you, and your work better?

It's thrilling, right?

But then, there are some teams that never seem to find that energy.

That spark.

They may function,and get the job done, but no one is really enjoying the work.

And the product is probably at best average.

Understanding how teams come together, and how to help them work to their greatest

potential, can make the difference between a group of individuals working on a task,

or a team of individuals reaching for a goal.

In the 1960's Bruce Tuckman developed a framework

outlining the phases of group dynamics.

He said, that a team will not work at it's highest potential,

until it has gone though a number of phases.

The first phase he identified is forming.

The group of individuals comes together for the first time.

It's a little like a blind date.

Do you know what a blind date is?

That's when a friend of yours says, hey, I know this great girl you should meet.

Here name's Amandal, let me give you her phone number.

And then, you call Amanda, and arrange to meet for a date.

You've never seen each other, or spoken much, but now, you're on a date.

And it's a little awkward.

That is what the forming stage is like.

You are put together with people you may not know very well.

But because you want to make a good first impression, you're on your best behavior.

This good behavior is essential,

because in the forming stage there's a lot of uncertainty.

What's the task?

Who is the leader?

What is my role here?

The forming stage, needs plenty of time, so that trust can be formed.

This trust will be important for the team later on.

During the forming stage, the team should focus on interpersonal relationships.

Bring food, and have some time before the meeting for participants to eat.

Chat, get to know each other in an informal way.

At the start of the meeting, spend time doing introductions, so

everyone can get familiar with participants' backgrounds, and strengths.

Take the time to conduct some team building, or

getting to know you activities.

This phase should also focus on procedural tasks such as setting agendas,

assigning roles, and clarifying timelines, and outcomes.

Kind of like on that blind date, you would be sharing what you like and

don't like, your interests and hobbies.

You may be setting up the next date.

The second phase is Storming.

If the first phase is like a blind date,

this phase is maybe a little like falling in love.

You're still on your best behavior, but

sometimes tensions appear as you get to know each other.

I didn't know you smoked.

Why didn't you call me last night?

Who was that guy?

On a team there may be a struggle for power.

Members may be expressing criticism of ideas.

Some team members,

may retreat into listening as more dominant personalities take over.

These tensions usually come up, because of company politics,

hidden agendas, miscommunication, misunderstanding,

missed deadlines, competing priorities, or a lack of committment.

It's important to know, that this phase is completely normal.

Don't ignore the tension, and the problems.

Focus on interpersonal communication, and work through those problems.

If you don't, things will only get worse, and cause bigger problems

down the road when timelines make these kinds of problems even more serious.

Teams who can't work through this stage either fall apart or

stay together but remain ineffective, kind of like personal relationships.

Either you break up because of the conflict, or maybe you stay together, but

you can't communicate well, and keep fighting.

Keep your focus on communicating, solving the problems and moving forward.

The third phase is norming.

This is like a new marriage.

You know each other.

You know each other's unique qualities.

You love each other anyway.

You're committed to each other.

And your focus on your new life together, and making plans for it.

You're willing to find compromises to reach your goals.

In teams, this is where the team focuses on getting the job done.

Hopefully, the members have worked through the storming phase.

And have come out of that phase cohesive.

And even though, individual differences are recognized, and

valued, the team has a shared identity.

During this phase, focus on process and tasks, and assign responsibilities.

Review resources, time lines, and action items.

This is a good time to be pushing for closure.

Remember that from module two?

Who will doing what by when?

The fourth phase is performing.

This is like the 10 to 25 year marriage.

You're so comfortable with each other that you can almost communicate without words.

You know all the jokes, and stories, and you have a shared history.

You're raising children.

You've got your jobs.

You've got household responsibilities,and the system works like clockwork.

On a team, here is where the group is cohesive,

works toward common goals and solves conflict through discussion.

The team has a sense of trust, camaraderie, commitment, and

positive energy.

These are the four main phases.

Tuckman later identified a fifth phase called adjourning or mourning.

Not all groups experience thi, because it implies the reason for

having the team ends.

Members of successful teams sometimes feel a sense of sadness as they leave.

I know for myself at the end of a fantastically collaborative

energetic project, I feel nostalgic for what was.

Use this time to focus on celebrating accomplishments, and

debrief what worked well.

And what you might do differently next time to offer a sense of closure.

That is a nice nutshell of information, and enough for this lesson.

In our other courses we'll be talking more about teaming, and

how communicating is essential to those energetic teams.

But for now, let's do a quick review of the takeaways.

Can you list Tuckman's four phases of group dynamics?

Phase one was forming, where you focus on building personal relationships, and

identifying the procedures for the team.

Phase two was storming.

A messy, sometimes stressful but

completely normal part of the team building process,

focus on interpersonal communication in building good relationships.

Work through the conflicts.

Phase three was norming ,where you found common ground despite the differences.

We focus roles, responsibilities and procedures.

Phase four was performing.

And this is the sweet spot of teaming.

Everything works like a well oiled machine.

And when problems arise, the team communicates, and resolves them.

And there was one more phase.

Do you remember what it was?

Yes. It was adjourning or mourning.

When the team disbands because the objective has been met.

It's a little bittersweet.

Do you know what bittersweet means?

It means something that is both bitter, saying goodbye,

and sweet, celebrating the accomplishments.

This is the best time to go out for

dinner with your team, to celebrate your successful accomplishments.

Thanks for watching English for Management and Leadership.

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