1. Recap
1.1. Engage, Relationship, Interest, Motivate
1.2. Models
1.2.1. Belbin Team Roles
1.2.2. Benne and Sheats' Group Roles
1.2.3. Margerison-McCann Team Management Profile
1.3. What Makes a Good Team Member?
1.4. Day to day
2. What we're doing
2.1. Engage, Relationship, Interest, Motivate
2.2. Models
2.2.1. Belbin Team Roles
2.2.2. Benne and Sheats' Group Roles
2.2.3. Margerison-McCann Team Management Profile
2.3. What Makes a Good Team Member?
2.4. Day to day
3. The Five Dysfunctions of a Team - Patrick Lencioni
3.1. Absence of trust—unwilling to be vulnerable within the group
3.2. Fear of conflict—seeking artificial harmony over constructive passionate debate
3.3. Lack of commitment—feigning buy-in for group decisions creates ambiguity throughout the organization
3.4. Avoidance of accountability—ducking the responsibility to call peers on counterproductive behavior which sets low standards
3.5. Inattention to results—focusing on personal success, status and ego before team success
4. Quote
5. Clicking and engaging
6. Models
6.1. (Dr. R. M.)Belbin Team Roles
6.1.1. Dr Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different "team roles".
6.1.2. Broad classification
6.1.2.1. Action Oriented Roles
6.1.2.2. People Oriented Roles
6.1.2.3. Thought Oriented Roles
6.1.3. He defined a team role as "a tendency to behave, contribute and interrelate with others in a particular way"
6.1.4. Plant
6.1.5. Resource Investigator
6.1.6. Co-ordinator
6.1.7. http://www.belbin.com/
6.1.8. Shaper
6.1.9. Monitor Evaluator
6.1.10. Teamworker
6.1.11. Implementer
6.1.12. Completer Finisher
6.1.13. Specialist
6.1.14. The key is balance.
6.2. Benne and Sheats' Group Roles
6.2.1. Identifies both positive and negative behaviour within a group
6.3. Margerison-McCann Team Management Profile
6.3.1. Psychometric tool used for team development, which measures people's preferences for gathering information, relating to others, making decisions, and organizing themselves and others
6.3.1.1. Psychometrics is the field of study concerned with the theory and technique of psychological measurement, which includes the measurement of knowledge, abilities, attitudes, personality traits, and educational measurement. The field is primarily concerned with the construction and validation of measurement instruments such as questionnaires, tests, and personality assessments.
6.4. Aptitude
6.4.1. http://www.oxforddictionaries.com
6.4.2. http://www.merriam-webster.com
6.4.3. Business
6.4.4. Technical
6.4.5. Emotional Intelligence
6.4.6. BET
6.4.6.1. 1
6.4.6.2. 2
6.4.6.3. 3
6.4.6.4. 4
7. Tony Bruce
7.1. @tonybruce77
7.2. http://dancedwiththetester.blogspot.co.uk/
7.3. Equal Experts
7.4. tony.bruce@tonybruceconsulting.co.uk
8. Motivate
8.1. provide (someone) with a reason for doing something
9. Interest
9.1. the feeling of wanting to know or learn about something or someone
10. Relationship
10.1. the way in which two or more people or things are connected, or the state of being connected
11. Engage
11.1. occupy or attract (someone’s interest or attention)
12. Day to day
12.1. Positive action over positive thinking
12.1.1. think AND do
12.2. Ask the questions
12.3. Feedback
12.3.1. Express what you do want, rather than what you don’t want.
12.3.2. Avoid vague, abstract or ambiguous phrases
12.3.3. This is what you did; This is what I feel; This is the need of mine that was met.
12.4. Reciprocation
12.4.1. Rule Of
12.4.1.1. rule essentially states that if someone gives something to us, we feel obligated to repay that debt
12.4.2. Give help
12.4.3. Ask for help
12.4.4. give and take
12.5. Acknowledge, never dismiss or ignore
12.5.1. Example: Flagged a issue, dismissed as 'your job'
12.5.2. Assuming only hierarchical status have valid opinions
12.5.3. Making people wait
12.6. Breaking bread
12.6.1. The best ideas are shared over food
12.7. Listen
12.7.1. Information is the means of improvement
12.8. Beware of the curse of knowledge
12.8.1. cognitive bias
12.8.2. can be off-putting
12.8.3. can leave people feeling dejected
12.8.4. why the should care?
12.9. Sounding board
12.10. Appreciate any input
12.10.1. Why?
12.11. Beliefs followed by behaviours
12.12. Find people who work because they believe over people who work for a pay cheque
12.13. Perspective
12.13.1. Example: Let go but learned
12.14. Invest time with people whose work crosses organisational boundaries
12.15. Think
12.16. Reliability
12.17. Dot the i's and cross the t's
12.17.1. Problems don't lie in the philosophy of procedures but in practice, and practice is goverened by attitude