A Sum Greater than it’s Parts

1. The Chapter Board A Sum Greater than it’s Parts Presented by: Damon Cottrell, MS, RN, APRN-BC, CCNS, CCRN, CEN Presbyterian Hospital of Dallas Dallas County Chapter of AACN - President Mary Beth Reid, MS, RN, APRN-BC, CCRN, CEN Presbyterian Hospital of Plano Dallas County Chapter of AACN - Secretary 

2. “We don't accomplish anything in this world alone ... and whatever happens is the result of the whole tapestry of one's life and all the weavings of individual threads from one to another that creates something.”- Sandra Day O'Connor 

3. Small number of people Complimentary skills Committed to a common purpose Performance goals Working approach Mutually accountable What is a Team? 

4. Why Build a Team? • Bring together complimentary skills and experiences • Establish communications supportive of real-time problem solving & initiative • Provide unique social dimensions • Teams have more fun 

5. Group Leader dominates and controls the team Goals set by organization Leader conducts meeting Leader assigns work Individual emphasis Competition Information hoarded Decisions by leader Team The leader is facilitator and coach Goals set by team members Meetings are participative discussions Team plans work assignments Team emphasis Cooperative work Communication upward Shared information Decisions by team A Group or A Team

6. Types of Teams • Working teams • Special purpose or project teams • Multifunctional teams • Self-directed teams • Management teams

7. What is Team Building? • “…an effort in which a team studies its own process of working together and acts to create a climate that encourages and values the contributions of team members.” • “Their energies are directed toward problem solving, task effectiveness, and maximizing the use of all members’ resources to achieve the team’s purpose.” Arnold Bateman

8. Characteristics of Effective Team Building • Collegiality • Respect • Relaxed climate • Collaboration • Coordination • Coaching 

9. Characteristics of Effective Team Building • Risk taking • Goals clear and targets established • Roles defined • Errors examined without personal attacks • Capacity to create new ideas • Members can influence the team agenda 

10. Problematic Situations • Communication • What? • Not listening • Wasting time in meetings • Poor rapport • Conflicting agendas • Rivalry/Jealousy • Personality conflicts 

11. “Everything becomes a little different as soon as it is spoken out loud.”- Hermann Hesse 

12. Other Problematic Situations • Lack of leadership/leadership skills • Poor planning • Poor training • Poor attitudes • Conflict • Team members not getting along • Poor Reward/Recognition programs

13. “Argument is the worst sort of conversation.”- Jonathan Swift

14. “Whenever two good people argue over principles, they are both right.”- Marie Ebner Von Eschenbach

15. Building a Team 

16. Goals • Goals are dreams…with deadlines • Developed through group process • Team interaction and agreement • Should be clear and written • Responsible person(s) • Set realistic goals • Go for “small wins” 

17. Evaluation of Progress • Establish process for periodic evaluation • Schedule separate meetings • Avoid “finger pointing” • Revisit the basics • Redesign the work

18. Planning • Always have an agenda • Stick to it! • Timekeeper • Open item for “other issues” as time allows • Facilitator training • New information/ approaches

19. “I have noticed that the people who are late are often so much jollier than the people who have to wait for them.”- E. V. Lucas

20. Role Clarification • Conflict not uncommon • Unclear assignments should be avoided • Avoid overlap • PEOPLE 

21. Examining Errors • Open ended questions • Involve the whole team • Listen, Listen, Listen • Expect resistance • Follow the team’s lead • Maintain trust, safety and confidentiality • End with a closure 

22. Interdependence • Share the leadership • Gain consensus to make decisions • Assignments tackling specific issues • Assigning work to subsets • Team membership based on skill • Take advantage of individual talents • All members with equivocal work

23. Risk Taking/Creativity • Essential for problem solving • Should be encouraged • “Out-of-the-box” thinking • Mistakes a source for learning

24. Real-Life Examples • Committees • Professional Development • Communications, Recruitment & Retention • Others • Public Policy • Research • Fundraising • Etc.

25. Real-Life Examples • Merit Programs • Provides incentives for chapter participation • Assists in gaining interest in leadership activities

26. Real-Life Examples • Special Events • Beginning of year “Board Retreat”

27. Real-Life Examples • Individual Mentoring • Identify talent • Seek mentorships and provide encouragement to “members on the move”

28. 4 C’s Collegiality Collaboration Coordination Coaching Mentoring Praise Don’t overdo Sincerity Publicly praise Something to keep Ask for advice The Leader Know each member Develop goals collaboratively Communication is two-way MBWA – Manage by walking around Don’t dominate Putting it all together 

29. Balanced performance results Clear, challenging aspirations Committed and focused leadership Energized team that is dedicated to productivity and learning Skill based sources of competitive advantage Open communication and knowledge of management Once You’re Effective 