Teambuilding Effectiveness

Successful teams don't just happen. Instead they are the result of the intentional decisions actions and attitudes of their members and require the commitment of everyone involved.

Well before any attempt has been made to build a team’s skills, it is critical to understand the stages through which a typical team will travel over time. A considerable amount of research has been done on the stages of team growth. This suggests that teams go through four distinct phases:Forming, Storming, Norming and Performing. This looks at an individual’s ability to effectively build the team using the Forming, Storming, Norming and Performing model, with seven separate categories in all:

  • Vision and Directional Focus (Forming)
  • Alignment of Values (Forming)
  • Team Role and Competency Clarity (Storming)
  • Ground Rules Determination (Norming)
  • Performance Appraisal Effectiveness (Norming)
  • Team Learning and Results Focus (Performing)
  • Boundary Management (Performing)


Instructions

These competency categories represent the skills that contribute to teambuilding effectiveness. Each is explained briefly in the paragraph under each respective heading. Every statement in each category can serve as an aspirational goal for those wishing to improve their skills in specific areas.  

This questionnaire will be easy to complete. Read each statement, and select the choice that  most accurately describes you. Please answer these questions as honestly as possible 

View the System Requirements for this assessment.

Vision and Directional Focus
Vision and Directional Focus looks at the extent to which individuals have clear and coherent ideas about where the team is heading, why, and what milestones exist along the way. It asks the question: "How well do you and the team understand your purpose and direction and how effectively is this knowledge used to set an appropriate course to reach relevant targets or goals?"
1. I know the ongoing purpose of my team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
2. I share my thoughts about future direction with my fellow teammates.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
3. My team pulls together in the same broad general direction.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
4. If unsure, I ask questions to clarify the goal.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
5. I check that my personal goals are consistent with the team and those of the wider organization.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
6. I translate the overall vision of the organization into goals that are meaningful to me.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
7. I know exactly where the milestones are when I am trying to reach each team target.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
8. I reflect on general strategies and discuss how we might get there with my teammates.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
9. I actively use the vision as a "binding force" to help the team work together.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
10. I challenge any short-term actions that seem to be inconsistent with long-term goals.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
11. I use task milestones to check overall direction then make any necessary adjustments.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
12. I avoid working on tasks or projects unless they are broadly aligned with overall team direction.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Alignment of Values
Alignment of Values looks at the extent to which the values of individuals in the team and in the organization are understood, and effort has been made to ensure consistency. It asks the question: "How much effort have you invested in the process of appreciating both what the wider organization (or team) and the individual team member values to ensure that as much alignment as possible is brought about?"
13. I am absolutely clear about my own personal beliefs and views.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
14. I understand the values that are important to the wider organization or team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
15. I openly discuss differences in values or beliefs.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
16. I like to ask people how they feel about decisions or actions that are taken.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
17. I question important organizational values to ensure personal clarity.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
18. I listen to the views of other people around me in order to understand their perspective.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
19. I openly share my own values and opinions with others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
20. I invest a lot of personal time and effort in talking about different beliefs and opinions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
21. I do not pre-judge what people might think or believe.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
22. I challenge actions that appear to be inconsistent with organizational values.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
23. I discourage secrecy and hidden agendas among team members.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
24. I try to reconcile differences between individual values and organizational values.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Team Role and Competency Clarity
Team Role and Competency Clarity looks at the extent to which the specific job roles and skills of individual team members are fully appreciated and effectively drawn upon. It asks the question: "How clear are you about the job accountabilities and competencies of other team members to ensure that people are best matched to tasks and tasks are best matched to people?"
25. I am clear about my own personal work style and preferences.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
26. I know my own strengths, weaknesses, and capabilities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
27. I can identify the work preferences of other people on my team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
28. I familiarize myself with the general skills that people around me posses.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
29. I actively try to discover other people’s hidden talents.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
30. I understand the responsibilities of every member of my team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
31. I am fully aware of my own accountabilities, as well as those of others on the team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
32. I quickly identify people who have similar or complementary skills or abilities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
33. I am clear about tasks that require joint skills or effort from several people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
34. I readily identify people’s capabilities to perform specific tasks.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
35. I delegate tasks carefully, keeping in mind an individual’s capability and preferences.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
36. I encourage team discussion about responsibilities in order to prevent conflict or overlap.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Ground Rules Determination
Ground Rules Determination looks at the extent to which decision-making, problem-solving, and team action procedures and systems have been pre-agreed and are consistently and fairly deployed. It asks the question: "How well do you understand the behavioral standards and boundaries that should prevail when the team makes decisions or takes action in any given situation?"
37. I understand and support the way in which the team prefers to solve problems.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
38. I identify behaviors and actions that would be unacceptable to my wider team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
39. I encourage discussion about how decisions should be made and communicated.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
40. I know which behaviors are valued by the team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
41. I make sure that everyone knows what sanctions exist for unacceptable behavior or performance.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
42. I seek to empower others to make decisions based on a clear framework for action.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
43. I encourage pre-agreement on team leadership practices.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
44. When the pressure is on, I know exactly what I have to do and what others have to do.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
45. I make sure that the rewards and recognition for individual effort and success on the team are fair.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
46. I know when I need to take individual responsibility or ask for a team meeting.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
47. I avoid publicly criticizing other people’s opinions during team meetings.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
48. I understand how the team’s delegation processes work.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Performance Appraisal Effectiveness
Performance Appraisal Effectiveness looks at the extent to which individuals and the team measure or track their own progress against objectives and both rewards and corrects performance according to appraisal feedback. It asks the question: "How honestly, fairly, and consistently do you and the team assess individual and group performance and make the necessary adjustments quickly and straightforwardly?"
49. I set clear, specific, and concise goals for myself and/or for others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
50. I establish appropriate milestone points when task progress will be discussed.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
51. I develop appropriately relevant and effective measures for each objective.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
52. I participate in periodic discussions about performance in order to prevent end-of-year surprises.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
53. I understand how my performance and the performance of others will be assessed.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
54. Performance appraisal is honestly and fairly carried out on the team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
55. Outstanding individual or group performance is appreciated and/or rewarded.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
56. Performance shortfalls are quickly recognized and acted upon.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
57. I look to ensure consistency of approach in measuring overall performance.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
58. I suggest performance indicators that might apply more accurately, where necessary.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
59. I do not accept poor or mediocre performance in myself or others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
60. I openly recognize and applaud the performance successes of others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Team Learning and Results Focus
Team Learning and Results Focus looks at the extent to which the team engages in a planned process to capture ongoing learning and identifies the most optimal ways to achieve the outcomes it seeks. It asks the question: "How efficiently do you and the team learn from your successes and mistakes in order to make tactical changes that help to achieve results more effectively?"
61. I understand my own and the team’s learning style pereferences.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
62. I carefully plan how group and individual learning will take place.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
63. I invite others to share their experiences to help us improve.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
64. I support a culture of letting people learn from their mistakes to get a better result.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
65. I participate in debriefings and post project focus groups and brainstorming sessions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
66. I note down and share the lessons I learn from projects that I handle.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
67. I actively engage people in debate about what would have created a better outcome.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
68. I carry out a formal assessment after major projects are complete.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
69. I challenge others in the team to ask whether value has really been added.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
70. I offer guidance and coaching to people to help them achieve a better result.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
71. I encourage the team to look for the underlying causes of its successes and mistakes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
72. I look to incorporate lessons learned into standard operating methods.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Boundary Management
Boundary Management looks at how well individuals recognize the ongoing presence of threats and opportunities at, or beyond, team boundaries, and how well the team understands its role in the supplier-to-customer chain. It asks the question: "How well do you and the team understand the processes that lie at the edge of the team’s ’normal’ boundaries that might have a significant and uncontrolled impact if not assessed and coordinated properly?"
73. I understand who I depend on to supply me with what I need to do my job well.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
74. I appreciate what customers may need beyond what my team can control or provide.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
75. I take an interest in what happens in processes when they pass beyond the team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
76. I actively discuss what "early warning" processes need to be in place to avoid surprises.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
77. The team and I are well prepared to handle the unexpected.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
78. I build in contingency plans for events that occur outside the team’s control.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
79. I know where to go to get help when unusual team problems or threats arise.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
80. I actively solicit feedback from my team’s suppliers and customers.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
81. I look for ways to collaborate with other individuals and other groups.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
82. I reflect on the forward consequences of the actions of myself and the team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
83. I network actively outside my team to understand the wider organizational processes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
84. I make sure that at least one member of the team is looking at the big picture rather than the day-to-day issues.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   

Price for this assessment $24.95


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"Team Building Effectiveness is a trademark of HRD Press, Inc. Used with permission." 
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