used to it as a resource personnel, and I'm sure you will get used to it. So, may I warmly welcome all the virtual participants and physical participants, both? Sorry for the slight delay. I had a little technical glitch with my presentation. It suddenly appeared as a corrupt file. So, I was recovering it, and I don't know, sometimes technology also can play little surprising things.

All right. So, uh, welcome to session number three. So, we are moving into team dynamics. Having discovered you as an individual, who you are as you are, then we are moving into how to discover others to work together, isn't it? Uh, before that, two, uh, backlog clearing, few things. Personality, MBTI profile, big five levels, type A and type B. MBTI profile, how many of you have discovered it for the very first time? Can I ask someone to share? Take the microphone, mic, if you're happy to share the time I discovered my MBTI profile, the four letters. And again, a hint in the examination set, if you are given a description and then if I ask, this description highlights the profile, you should be able to tell, uh, the type, four, four letters, and the accord.

All right. Who would like to go for it? Come on, go for it. Yes, please.

>> Stand up and tell for the benefit of others and your name.

>> My name is Mazdu.

>> Sorry.

>> Mdu.

>> Mashdu. Yeah.

>> And your MBTI profile?

>> It's ISTJ.

>> ISTJ. Others can help. So, what is ISTJ mean? Introvert, Sensor, Thinker, and Judge. So, what is the job you do?

>> Facility management.

>> Facility manager. So, is your personality type matching with your position?

>> 75%.

>> 75%. So, you still have to work a little harder to make it, but 75% is a good match, isn't it? So, they say who you are versus what you do should have a matching. So, do what you are. Shall I give a big round of applause? Thank you.

Can we have someone else talking about big five levels? Again, someone had emailed me, then I acknowledge it, but it's not the number, as I mentioned, it's a level. So, if you get a number, I told you how to convert the number into a level, isn't it? High, medium, low. So, that's all what I want. You have to convert your number into a level. Is it a high, medium, or low? Anyone would like to take it? My big five levels. Again, I gave you the way to do that. 1, 2, 3. Sorry, 3 to 15. 3 is the minimum. 15 is the max. 3, 4, 5, 6 is low. 11, 12, 13. Sorry. Sorry. 1, sorry, 3, 4, 5, 6, 7 low. 11, 12, 13, 14, 15 high, the rest in between, medium, isn't it? That's what I told, okay? Right. Who would like to take it? My big five levels. Take the mic, stand up and tell who you are first.

>> I'm sad. Yes. Uh, extraversion medium.

>> Extroversion medium. And your MBTI profile? Just tell the.

>> ESJ.

>> Ah, that's something picky earlier. Ex, the MBTI profile begins with E, extraversion. But you find here extraversion medium, isn't it? That's all right. That's all right. So, medium or high should be, uh, corresponding to, um, MBTI profile. Yes.

>> Uh, agreeableness high.

>> High. Mark 12. Are you doing, sorry, do you do negotiations in your job?

>> Yes.

>> So, agreeableness is very much useful for negotiators. Yes. Then.

>> Uh, then, uh, conscientiousness.

>> Conscientiousness. You have to break and pronounce conscientiousness.

>> Conscientiousness medium.

>> Medium.

>> Then, uh, emotional stability medium.

>> Medium.

>> And openness and experience. Openness to experience.

>> Also medium.

>> Medium. So, tell me your job you do.

>> I'm a quality assurance manager.

>> So, your MBTI is matching the job?

>> Uh, 75%.

>> 75%. And your big five levels are corresponding to what you do as staff?

>> Yes.

>> Good. Shall I give a big round of applause? Third opportunity. Type A versus type B. Are you excessive type A, a moderate type A, or a moderate type B, or excessive type B? Four possible scenarios. So, like to talk about your type A, type B. Go fast. Type A, type B scenario. Come on. Go for it. Type A versus type B. Yes. Anyone.

Right. So, your name?

>> My name is Mayura.

>> Mayor. Yes. May.

>> Uh, excessive pay.

>> Excessive type A. But you have to be very careful, isn't it?

>> So, tell me the job you do.

>> I'm assistant general manager marketing.

>> Ah, you are into marketing and sales. So, heavy pressure, high stress, isn't it? So, that's pressure for targets, isn't it? But you have to be careful about your health.

>> Okay. So, the, so the numbers are the indicator, but it's more excessive type B. So, you have to slowly try to see how best you could reduce it to at least moderate type B. And the last session we do about how to handle stress will be useful to you and be conscious about not to be pressurized by targets. Take one day at a time and then, uh, at the end of the day, just relax and have a peaceful sleep. Otherwise, if you wake up in the night, oh my god, I did not hit my target, then that will be a not a good sign, isn't it? All right. Give a big hand, please.

Okay, let me turn to my virtual friends. How can I neglect them? Anyone has to tell all three now, very briefly. All right. So, many numbers are a list. So, uh, at least one name that I could discover. Uh, uh, um, Dinit. Dinit. Yes. Dinit. Are you there? So, please put your name after your present software. Please put your name after your registration number. Dinit Malik.

>> Yes, Denit.

>> So, tell me your MBTI profile.

>> I think he's searching for it. That's all right.

>> Yes.

>> I hope you're not doing the analysis now.

>> Uh, it's on ESJ. Sorry, EFTJ. EFTJ. You can help him. EFTJ means extrovert. Come on. Feeling EF, the third letter T, thinking, and Judging. EFTJ. So, tell me, what is your job?

>> Yeah. Currently, I'm working as a logistic executive.

>> So, logistics executive. Yeah. It's around. Yeah.

>> All right. Do you see a match between who you are and what you do?

>> Yes, it's around 60-70% match with my role and my personality. Yeah.

>> Good. Good. Omali. Omali. Are you there? Omali. Omali.

>> Yes, sir.

>> All right. So, tell me your MBTI levels. Sorry. Uh, sorry, not MBTI. Uh, big five levels. Big five development levels.

>> So, actually, I wasn't able to do that one.

>> You didn't do that. Please do, because otherwise you will forget it, because these are important, not only for the exams but to excel in your life. Please do that. Thank you for being honest, but that honesty is not good enough.

>> Okay, sir.

>> Malaka. Malaka. Are you there? Oh, Malika. Mal. Malika. Mal. Yes, I'm there.

>> Okay. So, your big five development levels, high, medium, low, against each one.

>> Yeah, it is, uh, uh, conscientiousness.

>> Conscientiousness. Yes. Conscientiousness. How much?

>> Low.

>> Low. Well, that's very strange. Just double-check the numbers. Usually, uh, when we advertise for a job, we put some words like we want, committed, hardworking, passionate, they all related to conscientiousness. Usually, conscientiousness is medium or high in most of the cases. So, if you are low in conscientiousness, just have a double-check. Just a cautionary note. It might be the case, but just double-check. All right. Then the others.

>> Uh, extroversion medium, openness medium, uh, emotional.

>> Uh, sorry, hang on, hang on. So, your MBTI profile is what?

>> MBTI profile is a, uh, UFP.

>> Ah, this is another scenario. The MBTI begins with I, but extroversion is medium. So, when you have extroversion medium, you could be introvert or extrovert either. So, that's because that medium thing can facilitate both. Good. Then the other three.

>> Openness medium.

>> Okay. Openness to experience medium. Right.

>> Emotional stability low.

>> Low.

>> Agreeableness medium.

>> Agreeableness medium. All right. So, then, if emotional stability is low, that could be a definite improvement area, isn't it? So, you need to work on it. You need to improve that. Good. And all right. Okay. Thank you. And we move to Baha. Baha or Bahaga. Are you there? Bahaga. Bahaga. Bah.

>> Yes. Uh, hi, sir.

>> All right. So, G, tell us your, uh, tell us your type A, type B level, type B, type B status.

>> Uh, yeah, I did this type A, type B personality test and I got 99 score and it is B+. B+ means, uh, moderate B or excessive B.

>> U.

>> Just double-check. Very surprising to have someone excessive B doing MBA. Might be a moderate B. Just double-check.

>> Yeah.

>> All right. Shall you give them a big round of applause, everyone? All right.

So, we are coming back to the extension of the discussion we had last week. Now, how we interact as individuals. How we interact as individuals. So, it's all about teaming. Gilbert is one of my favorite cartoon series done by Scott Adams, a retired engineer. He looks at management with a sarcastic manner. Sarcastic manner. So, what does he say? Just have a quick look.

"I want you three to put up a together teamwork award program. If we do a good job, can we ourselves get the award?" "No." "Great. Now I have no incentive, no motivation to do it. Keeping a job should be all the incentive you need. If you don't do it, you get fired." So, then why does anyone need a teamwork award? Let's just slap something together and just do a scrappy job, hand over, and someone got the award, and I got an award, and I feel no different." Yep.

So, this is what's happening in organizations. Teamwork has become a cosmetic thing. I know on Fridays, some people wear casuals, isn't it? They call it dress-down day, the button-down day, isn't it? How many of you do that on Fridays? All right. Of course, it's not dress, some decent dress, is it? So, I have seen people wearing t-shirts, team commercial, team, some team machbi, and they proudly, uh, go and do their work. But sad to note, sometime teamwork is confined to t-shirts. That's the irony of it. Why? Let's discover why.

So, first, let's be brilliant on basics. What is a group and what is a team? So, what is a group? Can one person be a group? No. Obviously, it has to be two or more, isn't it? So, why are they together? So, why two or three people get together to achieve something? So, how do we describe it in a detailed manner? Shall we read out loud together? "Two or more individuals interacting and interdependent who have come together to achieve a particular objective." So, the word interdependence is something very important. Interdependent. You depend on myself, I depend on you. So, it is closer to our lives, interdependence. So, we go through three stages in life. First, when we are born, when we are infants, we cry for everything, isn't it? And our parents come and attend to our needs, and we become dependent. We are dependent on our parents for everything, isn't it? And then, when we become teenagers, we think we are the world. They know nothing, and we know everything, and we thought we are independent, isn't it? And when people get married, then they realize that's not the case. We need to be interdependent. Interdependent. Husband is dependent on the wife. Wife is dependent on the husband. Interdependent. The highest form of relationship, the deepest form of relationship among humans is interdependency. You have to rely on the other person for your survival. Then that person has to be dependent on you for that person's survival. Interdependency. We see this in nature a lot, isn't it? In nature, where the sky brings the water to the earth, and the earth, and the earth, uh, evaporates the water back to the sky. Interdependence. The trees shed, uh, leaves to the soil and nourishes the soil, and soil gives the fertilizer back to the trees through the roots. Interdependence. Interdependent. The world is full of interdependencies. Parents and children, children and parents, teachers and students, students and teachers. You can have many, many ways of describing interdependency. The key word is objectives. They are not there just for fun. They are there to achieve a particular set of objectives. Are we clear? That's a group.

So, then what is a team? Are all groups teams? Now, to give a clue, in the sporting world, do we use the word cricket group, soccer group, basketball group? Do we use the word group? No, we use the word team. Why? Why? Team is a special kind of a group. So, what makes a team a special group? Because of one key reason. What are the reason? Tell me. It's an interactive discussion. So, what makes a team a unique group? So, what differentiates team as a group? Thoughts, ideas?

>> Sorry. Working together.

>> Working together gives a clue.

>> Working together to achieve an objective. Thank you. Good try. Others.

>> Sorry. One at a time. They they do different things together. Good.

>> Sorry.

>> Synergy.

>> Who said synergy? That's a key word. Give a big round of applause. So, I could say simply, what is a team? Shall we read out? "A group whose individual effort results in a performance that is greater than the sum of the individual input." 1 + 1 is more than 2. 1 + 1 is 2 plus plus. So, the word is synergy. So, the simple definition I would propose is a group with synergy. I'm telling you with all seriousness, if you look at 10 textbooks, they confuse you like nothing. They talk about group dynamics, they talk about group synergy, they talk about group effectiveness. All confusing. How I have resolved this jungle of confusion is, group is a number of people working towards an objective, but team is having synergy. Team is a group with synergy. When, if anyone asks you, what are the difference between team and a group, you should be able to describe now. Team is a group with synergy. That's why in the sporting world, we don't have groups. We have teams, because in order to win a game, you need to have synergy. You need to have synergy. Without synergy, you can't win games. You will lose.

So, what is synergy? How do we describe synergy? I can break it into two simple words. Synergy as synergy, synchronized energy. Synchronized, synchronized energy. Synergy, synchronized synergy. So, what is synchronized energy? It reminds me of my electrical engineering times. The energy is generated in Lakshapan, Runway, Maduru, Victoria, and there's a place in Kalawa to go to call systems control center. It synchronizes the energy and releases it to the national grid. So, that's synchronizing energy. And of course, we don't have to, we don't need to be that technical. Take a small domestic example. Take a small piece of, uh, small stick iron. So, you can easily bend and break, isn't it? If you take a stick, you can bend and break. But when you make an idol out of it, eagle broom, or whether you make an ilopath out of it, can you bend and break? No. That's the power of synergy. Synchronized energy. And take a piece of wire. There's no strength at all, isn't it? But when you make a rope out of it, rope can even pull ships. Power of synergy in action. And there are plenty of Jataka stories demonstrating the power of synergy. In the 550 Jataka stories, technically there's only 547 Jataka stories where Bodhi Satva is portrayed as different characters. So, in one Jataka story, there's a farmer who had some wet rice, and he put a mat on the ground in the open area and put the, uh, wet rice to be dried up, and the birds came and started eating the rice. And when the farmer saw that, is the farmer happy? Then the farmer got angry. He went back to home and brought a net and threw the net around the mat, and then the birds started flying. They got trapped into the net. The first attempt, the, the birds started flying individually. So, then what happened? They got further trapped into the net, and then they had one common objective. What is the objective? To escape. So, as a bunch of people grouped together, they want to escape, and they tried further, got trapped. Then they realized, time has come for us to work as a, work as a team, and then what did they do? They synchronized their energy. They flew with the net to the sky, and the sky, the wind blew away the net, and they could escape. Power of synergy. See, synchronized energy. And there are other stories about a bunch of monkeys. They were on, uh, treetops. They were thirsty. They wanted to drink water from a river down there. The river was infested with crocodiles. And if they go down, they will grab them and eat. It was very dangerous. So, how did they resolve it? They had synchronized energy. They use their energy to take some bamboo pieces, and they remove the middle, and they use them as straws to drink water from being in the, while being in the branches of the tree. They didn't get into the river. Uh, they, they drank from the straws they made from the bamboo shoots. The power of synergy. So, you make or break a game because of synergy. So, Sri Lankan cricket team is a case in point. When they have a winning trend, definitely they have synergy. When they are on a losing, uh, trend, they have cracks, isn't it? And there was a case some time ago where even not even the cricketers, their wives were fighting with one another on Facebook. Their wives were putting any, uh, all the negative comments on Facebook. So, they did not have synergy at all. In order to win a game, you need to have synergy, synchronized energy. But having said that, that is where my observation about teams. When you say, we are team X, team Y, we are team Sat, we are team HNB, we are team Commercial. It's a symbolical way of putting it. Why? Can you have 100 people as a team? No. Technically, team is a small unit. Now, for example, in a sporting team, how many you have? In a cricket team, how many? You have 11 players. In a soccer team, how many? 15, isn't it? Am I right? 15 players. And in a rugby team. So, it's a, it's a limited number. So, there's no exact precise scientific number. But typically, it's a smaller number. That's why I was insisting. In fact, we have always the temptation to have higher larger numbers in a subgroup. I was always telling, don't exceed it more than 10. How many, how many are there right now in your subgroup? Eight. So, it's still a single digit, isn't it? We always prefer a single digit because the higher the number you have, more group mentality than synergy. So, today is a red-letter day. Today is a red-letter day because beyond today, I'm going to call your subgroups teams. But you have to decide whether you are still teams or we are still groups. Up to you. I hope by this time now, time has come. You are in your second term, isn't it? By now, your subgroup should be functioning as a team. If you have any complaints, I'm not the person responsible. You can complain to the director or do some changes. So, at least apply PPP. You know what PPP, isn't it? PPP, positive peer pressure to make sure that they all collaborating. Synergy. Synergy is the key differentiator. Shall we see whether we have synergy in ourselves? Small game. Now, these days, this moon, uh, moon, moon visiting is very popular, isn't it? With Artemis 3 visit, isn't it? Now, this is an interesting game. I used to play that in my training programs. It's called crash moon landing. Imagine you're on a, you're on a rocket towards moon, and your aim is to, uh, get landed on moon and connect with the lunar station, the mother ship. And unfortunately, you had a crash moon landing away from the mother ship. Imagine that you were there inside. So, need to travel 300 kilometers to reach the mother ship, reach the lunar station. You have crash landed 300 meters away. And fortunately, we have survived with minor injuries. No major issue. And now we had to go through, uh, the different terrains to reach the mother station. So, we had to go through ups and downs, bouncy ride on the moon. And fortunately, we have salvaged some items among the debris. So, what are the items? Box of matches, food concentrate, 50 ft of nylon rope, parachute silk, two pistols, one case of dehydrated milk, 200 lb tanks of oxygen, stellar map, the, the star map, self-inflating life raft, magnetic compass, uh, 5 gallons of water, signal flares, you can, um, you can send some lights, first aid kit containing injection needles, solar-powered FM receiver, portable heating unit. So, let's go step by step. Step one, do not talk to anyone else. My ranking, your individual ranking. Pick the top five priority items for your survival and your success to reach the mother station. What are the five most critical items? Don't write everything. Just 1, 2, 3, 4, 5 most critical item. This number one most critical. The second most critical, third most critical, fourth most critical, and fifth most critical. Top five items for your survival and success for you to navigate through the, uh, moon surface and reach the mother station, lunar station. And you don't have much time. You do it fast. 1 minute. Within 1 minute, pick five most critical items. Video. 10 seconds. 10, 9, 8, 7, 6, 5, 4, 3, 2, 1. 0.9, 0.8, 0.7. Just five critical items. 1, 2, 3, 4, 5. Don't write everything. Just five items. So, your aim is to reach the Luna station. Done. Finish. All right. Second step. Now, discuss with your tablemates and agree on a team ranking. Those who are, uh, neighborless can join others. Agree on a team ranking. Please join others and argue, debate, and I'm going to give you two minutes. Argue, debate, count, but reach a consensus. So, what is the team ranking based on the teams? Uh, as a team, we agree this 1, 2, 3, 4, 5 team rank, but you had owned the team decision. Agree to the team decision. Argue, debate, counter-argue, and reach a consensus. Video YouTube. 10 seconds to go. 10 seconds. You have to go fast. All right, done. Shall I give everyone a big hand? Applause. Time is over. Third step. Third step. Shall we look at the experts? Expert ranking. I hope NASA people know better than us, isn't it? They are the experts. So, let's look at them. Number one is what? Oxygen. Because the answer is given oxygen. Number two, water. If you have any dispute, you can, uh, you can write to them and clarify or counter-argue. This is what they say. And number three, stellar map. Because that's the only way to navigate. No other ways, no other road signs, only looking at the stars, like the way people dig and all the, all the, all the sailors, they use stargazing, isn't it? Stargazing. And number four, food concentrate. You have to be energetic, isn't it? Food concentrate, efficient way of energy, energy gaining, energy requirements. And number five, solar-powered FM receiver. When you get closer to the lunar station, you can communicate with them using the solar-powered FM receiver. Right? Don't worry if, if you think otherwise, you can write to them and you can counter-argue with NASA, and then they will give you a good response. So, my simple observation I'm going to ask you is, is your individual ranking or your team ranking, uh, more accurate with regard to the exact expert ranking? How many of you all found your individual ranking is more, uh, is, uh, more similar to, or rather, is much similar to expert ranking? How many of you all got that? How many of you got your team ranking much similar to the expert ranking? Just raise your hand. So, I saw only one or two hands in the first case. I saw majority of the hands in the second case. So, what is the simple observation? More brains are better than a single brain. So, that's where you need to have, there's a term called brainstorming, isn't it? Are you doing brainstorming? Some people do storming without brainstors, they do a lot of storming, isn't it? They shout, and some say, there was a case where one person argued that, "Stop your mouth," and others say, "No, I will not stop my mouth," and then the person said, "Then if you don't stop your mouth, you will have your brain in your belly." So, they all say, all, um, so, what is the point? More brains are better than one brain. That's a synchronized energy. That's the power of a team decision-making, team thinking. That's what, that's what we are going to talk about. Are we clear? Shall we give another big hand to everyone? Big round of applause.

Is this picture familiar to you? How many of you have watched the movie Invictus? Invictus movie. If you get a chance, watch it. It's beautiful. We'll talk about it more in the leadership module. Invictus. So, you see two leaders. Who is on the left side? Nelson Mandela. On the right side, Francois Pienaar, South African rugby captain, who won the World Cup in 1995. They were underdogs, and even the South African media did not, uh, expect them to win the World Cup, and they beat all-time favorites, All Blacks of New Zealand, in winning the World Cup, isn't it? So, there's a big story behind it. That movie is all about that story. This leader motivated this leader, inspired this leader to popularize rugby around the country and to get the country's support to the rugby. Because why? Rugby was not the favorite sport among the majority black who was playing rugby? The white minority. So, for black people, rugby was part of oppression, suppression, and depression. So, they had to work hard to change that mindset. So, Francois took his team in a bus and went round South Africa in training them to play rugby, to create a flavor among the black young people to play rugby. Isn't that an interesting story? So, it's all about team development. And finally, when they won the World Cup, a cricket, sorry, a rugby, a sports commentator was very sarcastic about the South African rugby team. They said, "They will never even reach semifinals." The same commentator comes with the microphone and holds a microphone against, um, Francois, asked a question, "Did you get the support of 60,000 spectators in the stadium?" He smiled and said, "I would rather we got the support of 60 million South Africans around the country, not just 60,000 spectators, 60 million South Africans around the country." That's a, that's an interesting story about team development. So, I put this historical picture to talk about team development. Teams are not just formed accidentally. Teams have to be worked on in order to develop them. Is it? So, we are all into team developing, isn't it? Team development is a, is something very important in management. So, what are the stages of team development? Bruce Tuckman, way back in 1965, came with this famous model. I'm sure a lot of trainers do this. What are the stages in team development? Read out loud. Forming, storming, norming, performing, and adjourning. A journey. The end. Shall we go through them one by one? Starting with forming. What is the theme? Awareness. Imagine you are called to a new team. There's a project happening in your organization. You are part of it, and the chairman or the CEO summons you for a, for the inaugural meeting. Sometimes it's a large organization, you don't know others, isn't it? You are seeing them for the first time. You are interacting with them for the first time. So, what is the first need? Say out loud. Getting to know one another. You should know whom you are working with. Awareness, isn't it? You should know whom I am working with, whom I'm traveling with, whom I am engaging with. Second one, setting goals. Why are we here? What are our expectations? What are our targets? Setting goals for the team. Third one, gathering essential information. Dos and don'ts, um, and how to address, how to dress, how to walk, how to talk. So, imagine, uh, I like my, if not a friend, but he was here, right here, in a ceremony. I respect him for his integrity. I know he is not a robber, a stealer. Iran Vikramaratne, he was here for a quality convention in this hall. Uh, he was addressing, and I gave the keynote speech. Iran is a good choice in my view to lead the interim committee of cricket. So, what is their main target now? Awareness. They should know what they are doing, and they should work together to bring to, uh, restore the lost glory of Sri Lankan cricket, isn't it? So, they, I think, I'm sure they are, uh, I mean, they are really on the job now, isn't it? Forming. That's stage one. Clear. So, do you think everything will happen in a rosy path thereafter? No. What is stage two? Storming. Theme: Conflict. Conflict. Human beings are all like that. They are very, it is very difficult for them to agree on something because their sense of always dispute, disagreement, disappointments, and so on, isn't it? So, what do they, so, what should they do? Listening to all viewpoints. The biggest temptation is what? I'm right, you're wrong. I'm right, you have to listen to me, isn't it? Someone says, "My way is the highway." That's the temptation. They say human beings are like porcupines. Why? Porcupines. Have you seen it? So, during night, when the night is so cold, porcupines get closer to one another seeking warmth. And when they get closer, what happens? They start pricking one another. And they feel the pain, and they start separating. But they can't live in separation. It's so cold outside, and they again get closer seeking warmth. The more you get closer, the more pain you feel, and the more pain you experience, and then you separate. You can't separate and you join. This is the human relationships all the time, isn't it? I like when Amarva sang, "All about human nature," isn't it? So, when you are at a distance, when you are when you are loving one another at a distance, it's very easy, isn't it? But when you start living together, when you discover one another, you realize it's not the same person. Now, they say love is blind. Marriage is eye-opener. Marriage is eye-opened, and now you see the real person. Now you have to live with the real person, not the rosy picture, not the fairy tale person. Now, the real person with real weaknesses, real issues, real shortcomings. Now, that's the challenge. That's the real challenge. See how you, so the starting is to listen. To listen to the other person, not think that, I mean, not to think that you know everything. Second one, considering alternatives. There are options in life. It's not only just one thing. Alternatives. Sometimes you might think this is the best solution, but when you listen to others, they say there can be a better solution. There can be a better way of doing it. There can be a better approach. Are you open to those? Some leaders, their biggest mistake is they think, "I'm right. They have to all oblige to me because I'm the leader." No, sometimes the best idea might come from the junior-most person. The superb idea might come from the, the newly joined person who might think out of the box, isn't it? Third one, acting with care. They say humans are very sensitive, very fragile, isn't it? They are not rational. They are not irrational. They are irrational. There's a new word. They are neither rational nor irrational. They are irrational. It's like the weather. Unpredictable, isn't it? You get heavy sunshine, suddenly it starts raining. Unpredictable. So, you have to act with care. So, that's why I always advocate, even you know someone is a non-performer, you should treat that person with respect. And of course, if you have to send the person off, show the person the exit way in a dignified manner. That's why PM had always been doing. Even if you know the person is a known non-performer, we still have a small, uh, get-together and saying farewell to someone in sending someone with a good heart, isn't it? Acting with care. Clear? So, that's stage two. So, what is stage two? Say out loud. Storming. And what is the theme? Bahala. What is the theme? So, what are the three things? Listening to all viewpoints, considering alternatives, acting with. And now you are well set towards the right direction. So, it's a case of norming. You have a set of norms, a set of understanding, a set of agreed behaviors. The norm is a set of unwritten rules. Everyone respects and agrees, but there's no black and white document. But the theme: cooperation. And you say, "For heaven's sake, enough is enough. Let's stop this fighting. Let's work together. Enough fighting. Enough backbiting. Let's work together. We can't go on like this." So, what are the three things? Learning from one another. I might be an expert in one area. You might be an expert in another area. I can learn from you. You can learn from me. We learn from one another, isn't it? And for that to happen, you need to have, but humility, humbleness to know that certain areas that I'm not the best. Have that. So, if you think you know everything, that's a downh, that's a, that's a downturn, isn't it? And then encouraging to work together. Work together and not in isolated ivory towers, but in an integrated manner. Otherwise, what happens? No, that's not going to work. You have to work together, isn't it? Collectively, integratively. That's what is important. And participatory problem-solving. As we, as we learn from that game, more brains are better than a single brain. So, when you have more people giving ideas, giving suggestions, superb brainstorming will bring out the best solution. Among the many, you pick the best and leave the rest. That's what is needed. Are we clear? So, that's where you are now well set to achieve results. So, what is stage three? Read out loud. Stage three, norming. And what is the theme? Three things you need to do. Learn from one another, encourage to work together, participatory problem-solving. And now the reaping time. What is stage four? Performing. And what is the theme? Productivity. And you learn in term one, efficiency plus effectiveness equals productivity. You are efficient, and you are effective, both. You do things right, and you do right things, and you do right things right. That is productivity. So, what are three things? Rewarding performance. There's a golden rule in management. What gets rewarded gets done. What gets rewarded gets done. So, people need to be rewarded for their performance. That's why in leading corporates, they have annual rewards night, isn't it? Annual achievers night, annual gala night, where they showcase the re, the achievers, isn't it? They give, uh, handsome prizes, and others get motivated when they see the stars, the galaxy of stars. That's rewarding performance. Otherwise, what happens? People will have grievances. So, should not allow that to happen. Second one, fostering development. Make sure that their developmental avenues are created. Show them the pathway to learn. And I remember when the 30 years of war was over, we had a program called Master of Public Administration, MPA, targeting the government officials. So, the relaunch program, the first batch was full of military personnel, army, navy, air force. Why? They were given a scholarship by the government to study because they were all involved in war. They neglected their studies and they were sacrificing all their, uh, academic side, and they were grossly involved in war, and now the government is rewarding them to foster their development. So, I remember we had regional centers in Jaffna, Trincomalee, WA, where we did sessions like this, and then there were virtual groups coming to the, uh, only difference was not individually. We had study centers, Open University, regional center in Jaffna, like that, we had centers where they came to that center, and I could see them in the camera, and they could see me when I was delivering from here. There's a group in Colombo, and other groups parallelly joining, uh, Jaffna, Trincomalee, Kandy, Vavuniya. So, I remember going to Jaffna, and we occasionally visited those centers. I remember visiting the Jaffna center, and they treated me very well, and they took me in a special speedboat to, uh, Nagadi. The Navy people took me in a special speedboat. And it is interesting. So, the point is fostering development. Give them a chance to develop and ensure that their talents are developed. And then sharing of leadership. Give them a feeling of leadership, uh, kind of like a flavor of leadership, sharing of leadership. You can rotate people and give them a different, uh, experience. That's where, if someone says, "I had been in this organization for 10 years," I asked a simple question at interviews, "So, what were you, what are you doing during the 10 years?" If someone says, "Well, I did the same thing for 10 years," then there's something wrong. You can be in 10 years, 20 years in an organization, but provided you get rotated, you do different things, at least after 3 years, isn't it? Then you get different exposure, you get different experience. I mean, no harm staying in one organization, provided you do different things. If you say, "I did the same thing for the past 10 years," it's like one year's experience multiplied by 10. You do the same thing over and over and over again, and you become so complex. That's the challenge. So, share hiring of leadership. So, what are the aspects? So, what is stage four and what is the theme, and three things you need to focus on? Fostering development, sharing of leadership. And technically, the story is over here, but in this sansara, everything should have an end, isn't it? We have to leave aside everything. And I was in the seven days, uh, sermon for late Professor Nalini Navaratne on, on Friday, near the Oval residences, and the Buddhist monk from Jaffna said, "We have to live as if we are going to die one day." Maranatha. So, always live thinking that one day I have to die. We have to leave everything aside, isn't it? Same with teams. And don't think that your teammates in your, uh, batch, in your batch, is like all sansara, and we are going to have that bonding throughout the sansara and so on. That's not going to work, and you might dis, I mean, you might depart, isn't it? So, one day you have to disperse your teams. So, stage five is what? Adjourning. Team separation. We have to leave and go. We can't cling on to anything, isn't it? We have to leave. Providing performance feedback. So, one important thing before the team project is over, give the feedback. These are your strengths. These are your shortcomings. These are the things that you did very well. A good performance feedback. And again, this is more relevant to short-term teams. Now, we look at teams in two different ways. Some are relatively permanent teams, isn't it? Now, for example, you join an organization, and you are there for 10 years. You are in a particular department, and that's a longer-term team. Whereas, if it is a project team, like you are part of a film crew, the film is being, uh, what, uh, filmed and recorded, edited, acted, and then the project is 3 months. So, then after that 3 months, the people get disbanded, isn't it? I was at NIBM governing council. Anyone from NIBM? When I have the PM, director, PM director is ex-officio member of NIBM governing council. So, I used to sit in the NIBM governing council once a month. So, that's a central bank representative. So, during one period, it was Ashoka Handunnetti, the famous film director. He was the assistant director at Central Bank. So, we used to talk to one another very often. So, I asked him, "How do you find time with all that heavy responsibilities at Central Bank?" Of course, at that time, there was no hacking incident. So, "How do you find time to make movies?" He said, "I take two months off, and we do the filming, and we come back, and the editing, we do part-time." So, two months, and he knows to do it in the most efficient, productive manner because he has a team who are familiar with his style, who had been working with him, and they know his expectation, and they know his rhythm. They are very much harmonized. So, once the film is over, they get disbanded. But if there's another film, who would also contact first the previous people, isn't it? Of course, there can be one or two major actor, major actress might change, but the technical crew mostly same because they know one another's style better, isn't it? The review relationship. Teamwork is over, but your relationship is not. You are still in touch. So, when you have a say, when you have a new project, you know whom to contact. Third, celebrating success. It's a psychological need. Always success has to be celebrated. So, I remember one leading insurance company, and they had a target, and they had a, they all achieved the target, and they had a massive annual, uh, what is the word? Annual, um, event, annual award ceremony. And the CEO promised, "So, these are the next year's targets. If you hit those, we will not have the annual award ceremony here. We will be having it in Thailand. We will have it in Bangkok. I will take all of you in a special charter flight to Bangkok." That is a promise. And then they got motivated because they were celebrating success. So, once I was flying for an MBA teaching in Dubai or something, I saw the entire airport was full of people wearing yellow color t-shirts. People wearing yellow color t-shirts. And I had a friend of mine. I asked, "Are you all going on a trip?" He said, "Yes. We are going on our annual awards happening in Bangkok. We, we got a promise, and we exceeded the annual target, and we all, uh, enjoying that trip, and we're going to have that annual awards and annual excursion in Bangkok." Celebrating success. And I don't know whether after that where they went or whether they would sustain that success, that I, I don't know. But the idea is that always celebrate success. That way, when you have an achievement, when you celebrate success, you give the idea to the people, this is how we recognize.

>> Okay. How we recognize. My dear friends, please mute yourself when you're not talking. So, glad to see the family members are also enjoying, enjoying the session. That's a good total. All right. Okay. Anyway, doesn't matter. Occasional fun. So, are we clear now? What is, so, what are the aspects in stage five? Out. Stage five is adjourning. And the theme, and what are three things? Providing performance feedback, reviewing of relationships, celebrating success. Now, let's look at the summary. Team development stages and the respective theme. Shall we go one by one? What is stage one and the theme? Stage two, theme. Stage three, theme. Stage four, team. Stage five, separation. Right. Now, again, I mention, if it is a project team, a construction team, uh, a filming team, or any other, say, a software installation team, uh, say, hardware installation team, then it's a short-term team. But in a, in a long-term team, the separation can happen one at a time, isn't it? So, either someone would retire, or someone would resign. And the third one, third R, someone will get removed, fired, isn't it? Either you retire, then you are gone, or you resign and join a new job, you're gone, or you are removed based on performance, based on, uh, disciplinary action. So, uh, because of those three R's, you are separated. But separation happens one at a time. That's the main difference. If it is a relatively longer, longer team, separation happens one at a time. If it is a shorter team, like, um, next to our PM, there's a big, two towers are being constructed by Access, uh, they are called Elliot Residences. So, I know those people are working day and night, and very noisy, uh, sometime during night, and then once the project is over, in another one year's time, they get disbanded, and then Access will have another project, isn't it? And some of them will get involved, some of them will not get involved. So, that's the nature. So, so they are, everyone is separated same time. But if it is a longer-term, uh, team, separation happens one at a time. Like at PM, we see some faculty members retiring, some faculty members joining. So, then whenever someone joins, the cycle happens again. That person, together with the rest of the team, cycle happens again. And if it is everyone, then if they join together with some other members, say, there's a new film by Ashoka, and some crew members are old, and there are one or two bright actors and actresses, and they have to go through with others, the cycle again and again. If I'm to draw it, uh, the, the energy level of the, um, if you draw the time and the energy of the team, energy, so you have forming, you have storming, going down, and then norming, and then it goes up, performing. So, the real challenge is this, um, conversion from storming to norming. If you don't turn from storming to knowing, you go down. Decay happens. I have seen in some, sorry to say, some government organizations. Eternal backbiting, eternal undercutting, eternal bickering, eternal fighting between different unions belonging to different political parties. So, they are eternally in storming. So, no growth, no success, no progress, always fighting. So, the real critical point is the tipping point between storming and norming. The faster you go through storming, and the earlier you get into norming, the best for your team, isn't it? So.

If you are a team leader, always make sure that you have your clashes well settled, and now you go through them. Okay. Are we having any questions?

And now, the deep reflection. Think about your team at work. Team at work, and team means the smallest unit. You might be part of a larger department, but what is the smallest unit? That's your team. The say, either you can be the leader, or you might be reporting to someone else. What is the smallest unit? Preferably single digit, or can be even 15, 20, but not more than that. Is it the smallest unit? So, my question is for you to reflect: Which stage are we currently in? Which stage are we currently in? Share that with your tablemate. Which stage are you currently in?

And you might say, "We are in a journey. Our company is winding up. The owners are pulling out of Sri Lanka." Say, like HSBC. Their last working day was 30th April, isn't it? Now, there's no more HSBC in Sri Lanka. They were, they were absorbed by NTB, isn't it? NTB. So, like that. So, they were, of course, I don't know whether all were absorbed to NTB. I don't know. Probably anyone from HSBC? No, right? Okay. So, have that chat. Identify which stage are we currently in with regard to my team at work. So, these were popular examination questions in the past. So, this you can remember, isn't it? Some of the things in OBS handy to remember. So, they're lifelong learnings, isn't it? Handy to remember five stages. And you might argue, in the era of AI, why should you remember anything? Certain things we should remember, particularly your spouse's birthday. Otherwise, you'll be in deep trouble. This is all right. So, have a chat. Five minutes. I'm freaking interview with understand. How many? Okay. Feedback. All right. Shall I give everyone a big hand?

I'm going to ask from few volunteers who like to share the details about your team at work. What stage are we in, and with reasoning why you say so? This has been a very popular examination question in the past. Discuss the five stages of team development and consider your team at work and describe what stage you are in with reasoning, with evidence. Who like to take up that question? Pin drop of silence. I can pick a victim easily, but I prefer a volunteer. Yes, please pass the microphone to her. Where's the closest mic? Right. Tell us who you are and then where you work. I would like to ask some questions. Stand up. Yeah. Yeah.

"Hello everyone. I'm Uini and I'm working at CBL group."

"CBL group. So, tell us about your team."

"So, actually, uh, I'm in the speciality chocolates group where we do..."

"Speciality chocolates? That is Tiara? No?"

"No, no. Speciality separate brand where..."

"So, how many are there in your team?"

"Uh, we do the customized chocolates. So, my team consists of, uh, 15 where..."

"Five? Yeah."

"Are you the team leader?"

"No."

"So, then to whom, to whom are you reporting?"

"We are reporting to GM Business Development."

"GM Business. So, under GM Business Development, in your unit, you and 14 other colleagues?"

"Yes, 14 other colleagues."

"Okay. So, it's a 15-member team. So, let's talk about that team."

"Yes. So, uh, unlike other brand teams in our company, so when you take CBL group, we have like other brands such as Revelo, TRR, it likewise. So, they have separate brand teams and then we have a separate operation, which the production."

"Okay. Okay. And then common sales team?"

"My operation."

"When was this team created?"

"Uh, this was separated in around like, uh, 2019."

"So, six years, like seven years ago?"

"Yeah. So, now I joined there about two years ago."

"Two years ago."

"And so, this team, the special, that the 15 of us represent each of the different functions, like one for production, one for marketing, one for sales, like..."

"Like, more like a cross-functional team. So, then how do you look at this?"

"So, now it's at the norming level, where the business strategies, uh, like, it's finalized and the, the relative, the, the operation, the factory has been established."

"So, can you remember going through storming?"

"Yes. When I was joining, it was at the storming level, but now with the structural changes and sub-team, uh, finalization, now we are at the norming stage."

"People have better understanding and they respect one another?"

"Yes. So, and then why not performing?"

"So, like, from this financial year, I think we are moving towards performing."

"Performing. Any, any bottleneck that prevents you going for performing?"

"Uh, one thing is like, like I mentioned earlier. So, uh, like we are in a, like niche market segment in a very mass scale, large manufacturing company. So, we have to, like, uh, uh, like, uh, fight for resources inside, inside the company as well."

"So, that's a resource constraint?"

"Yeah."

"Good. Excellent. Shall I give a big round of applause?"

Second opportunity. Describe your team at work. Second opportunity. Upper, please pass a microphone to him and a brief description about your team and then where you are in that five stages of team development.

"Yes. Hello everybody. Good afternoon."

"Stand up. Stand up, my dear. Show your energy in action. Yes. And you are..."

"Kavindu."

"Kavindu. Yesu."

"I work in medical sales. So, I'm in the business development unit. And, uh, so currently we are in performing stage."

"Sorry. Yeah. Before that, how many are there in your team?"

"Nine with me."

"Nine. So, are you the leader? So, then to whom, to whom are you reporting?"

"Director."

"Director, Medical. Director, Health Sector."

"Director, Health Sector. So, you go as a, so your designation?"

"I'm a product manager."

"So, the other eight?"

"Product managers."

"So, there are nine product managers reporting to Director, Healthcare. Yes."

"So, that's your team."

"Yes."

"So, first, we have to understand your team. So, in that team of nine people, what stage are you in?"

"So, currently we in performing."

"Very good. So, can you trace back the previous stages that you have gone through? How long have been there?"

"So, I was there for last three years."

"Three years. So, have you seen this storming happening and so on?"

"No. When I, when I joined the company, we were still performing because for like last four years."

"So, they were at the performing level, and when you joined, the other eight were there before you?"

"Yes."

"So, you were the newcomer."

"So, did you go through, uh, the stages in getting settled?"

"Ah, that's the point. So, he was new, other eight were there. So, he went through the cycle of forming, storming, and norming. And now you are in performing. So, what is the, what is the, what is the way to sustain the performing?"

"So, as a leading, uh, supply for medical devices, we don't have that, we can't go for price. The trend is to go for niche market."

"Right, right. And trend-centric marketing. So, that's what I'm doing."

"Okay. So, I'm generating the thing. So, when you have the niche, it's easy for you to sustain that niche, isn't it? Excellent. Shall give a big round of applause."

Third and final opportunity for anyone in the back. The front runners, middle part, and now the back benches. Anyone in the back? And I know you're avoiding my eye contact. It's all right. And I know who are in the back. And you know who are in the back, isn't it? The one person from the back. Come on. All right. Oh, shall we give the turn chance to the virtual participants? Anyone? So, my dear virtual participants, anyone would like to take it? Make it. All right. Dinit. Did we talk to him earlier? Dinit. No. Yes. No. No. We didn't. As this, uh, uh, Shika is there now, I think I should not discriminate others, isn't it? We should not be fair, but I hate doing this, but can't help. 7803 MBA/267803. You like call him prisoner? MBA/267803. Now, I think the next name came slowly. Okay. Sachin Jawad. Sachin, are you there? Sachini. Sachin, are you there? Sachin Jawadan, are you there? Sachin, are you still alive? Is there a serious concern whether you are still alive? All right. Okay. Let's go with another person. Uh, I saw another name, uh, Chalani. Chalani, are there? Chalani or Chalani? Chalani Janja. I'm reading the list now. This one. S. I hope not. Sasmine. S. Are you there? S. S. There. Hello. There's something serious. Online is not logging in and doing other things. Hello. We can't unmute. Oh, someone. All right. All right. Thank you. Thank you, Sony. I understand. I understand. All right. All right. Right. Okay. Okay. That's a technical glitch. I mean, we have to live with all these things. Uncertain world, isn't it? When Trump is playing KO, this thing, is it right? Right. Yes. Sachini. Thank you for the message. Now, it's your turn. Sachini.

"Yes, sir. Uh, good afternoon."

"Tell us about your team, Sachini."

"Sir. Uh, firstly, I'm working for an Modus company. Uh, it's called Amagi Modus."

"Okay."

"Yes. It's an, uh, exporting company and I work for the marketing team."

"Okay. How many are there in your team?"

"Uh, we have six members."

"Mhm."

"Three English and No."

"No. No. We have a marketing manager and the business development manager. So, business."

"So, what is your? So, what is your designation?"

"I'm the assistant marketing manager."

"Okay. The other five, they have different designations?"

"Yes. This, there are sales coordinators and marketing coordinators and..."

"Okay. So, it's a, it's a cross-functional team?"

"Yes, sir."

"Okay. How long have you been working there?"

"Um, now I'm working. This is my second year."

"Second year. All right. Thank you. Now, what is the stage you are in?"

"I think, uh, we are in the, uh, performing stage."

"Performing. Okay. Yeah. So, have you seen the movement from forming through storming to norming?"

"Yes. Actually, uh, I, I was the one who, uh, joined later to them. So, and I went through those stages."

"Wonderful. So, initially, you had some storming with others?"

"Yes."

"So, finally, they accepted you as a colleague?"

"Yeah."

"Very good. Thank you for being honest. Shall I give a big hand?"

Right. Now, these are important things to reflect. So, the five stages and what stage are you in? Just, just for my, uh, clarity. Anyone think you are in a adjourning stage? It can be a possibility. Anyone in a adjourning stage? You're in a adjourning stage. So, your company is going to wind up. So, your project is going to be over. Are you resigned? So, so that's a case where you individually adjourn. Good. Good. Interesting. Right. Anyone in forming stage? Forming. You just joined a new team, new expectations. Forming. I thought you raised a hand. All right. Good. So, start reflecting further. Start, uh, thinking further. Start applying further. Give everyone a big hand. Big round of applause to everyone.

And now, the next discussion is on team effectiveness. Teams have to be effective. The sporting teams should win matches. Win matches. In cricket, we say, "Catchers win matches," isn't it? Win matches. So, what are the factors? Sociologists say, in order to have team effective, know, there are four contributing factors. What are those? Starting with combination: tasks and skills. Task should match the skill. Say, for example, taking an example from cricket, I always take examples from the World Cup winning team in 1996, where Arjuna Ranatunga was the captain, isn't it? If Muttiah Muralitharan was to be the opening batsman, if Aravinda de Silva was to be the opening bowler, would that combination be a good one? Disaster, isn't it? So, you have to have task matching the skill. Task should match the skill. Give the task to the person having the right skill. That's what is important. If you, if someone can write very well, give the secretarial task to that person who can take down minutes. If someone is very good on follow-up, then give the following up task to that person who can talk to others and follow up. If someone is very good at PR, give the task of communicating to that person. So, task should match the skill. So, like five fingers of the hand, each one is different. But for a hand to be a hand, you need all fingers. I think that's very simple. Clear? Combination.

Second one is called composition: roles and flexibility. Each one is assigned a particular role, but you need to be flexible as well. You should know your role and play your role to the fullest, but still be flexible. Sometimes, say, take a cricket example, if Muralitharan finished his 10 overs and say, "I have finished. Can I go and rest?" Can he do that? No. Can he take it as an excuse to drop catches? No. You have to be flexible, isn't it? Now, this is one saddest point in the government sector. Sorry to say, there's a farmer coming all the way in a 3-hour bus and reached a government office and then waiting in a counter, and then the person next counter said, "Hey Martha, then I attend." And then the poor farmer has to go back and come again because no one is willing to be flexible. The files in this table won't go to the other table unless there, and no one is bothering to give the. So, if the clerk is absent, his files just skip there, and this person doesn't have anything to do, but the person hardly takes the files from the other table. See, where is the flexibility? So, in the private sector, it's a little bit more positive because you will not hit the total target unless you are flexible in helping one another, isn't it? Roles and flexibility. You should do your job well, but be flexible enough to accommodate others' requirements and do the overall task as well. Are we clear?

Third one is called context: leadership and resources. Right leadership, having the right direction, and all the required resources. And there was a case where they had a super motivation, such, and supercharging the salespeople, and they were highly energized to sell. They wanted to sell like hell, but they didn't have vehicles to take their goods. So, there's no point having motivation without resources. They need to have required resources, including human resources. Resource context. And finally, is what? Conduct: clarity and commitment. You should know what you're doing, and you should do it your fullest, wholehearted passion. Clarity in what you are supposed to do. Commitment in doing that diligently. Clarity. Uncle. Are we clear? Sometimes we see people are not clear. Therefore, they are not committed. They are not sure whether they are doing the right thing. They are not properly guided. They are not properly instructed. And they are just idling. They think this is what we are supposed to do, and they think that is the thing. But that is not the thing sometimes, isn't it? That happens. Are we clear?

So, what are the four, uh, four C's once again? Combination: it means task and skills. Second one: composition: it means roles and flexibility. Third one: context: it means leadership and resources. The fourth one: conduct: it means clarity and commitment. So, again, look at your team at work. This time, I'm going to ask three other people and then identify the critical bottleneck, the critical bottleneck. In other words, the weakest C among the four. So, what is the really lacking one out of the four? And don't tell me all four are critically bad. Comparatively, what is the worst C that you see? Or, to be positive, what is the C that needs biggest improvement? The C that needs biggest improvement, and share that with your tablemates. What do they see that C in our team at work that needs biggest input? In the past, I remember giving an examination question when Mayuri Atapattu's Sri Lankan women cricket team won a major, major tournament in England. "Identify the four C's in Mayuri Atapattu's women's priy." So, I remember giving one that thing. I mean, that time, the men's team was pathetically performing, rather poor. So, there's no point talking about 4 C's. So, to be effective, how the four C's could be contributed. That's very interesting to the. All right. One minute. Further. One minute. Talk to one another and share your experiences. All right.

Shall I give a big hand to everyone? Big round of applause. Three other volunteers talking about your team, team at work. Of course, you can apply all these things to team at home, but I will not talk about those confidential details here. Now, the beauty of management is that whatever is applicable to team at work can be applicable to team at home as well. You see. All right. Volunteer number one. I know few people are talking more and more people are talking less, but everyone should be a yes. Please pass a microphone to her. Pass a mic. Close this mic. Mic has gone missing. Please pass a mic. Come on. Show your energy. Come running and show. Give it to her. Pass. Ah, now two mics. Keep one in this side. Keep the other one that side. Yes. Stand up and tell who you are and a little bit about your team. Is it on? Yeah, it's on.

"Hello. Uh, I'm Pomi. Uh, I'm in sales and marketing. Uh, I have, uh, in my team, uh, four, uh, three senior executives, one executive, and also we are all reporting to, uh, Deputy General Manager, Sales."

"All together, how many then?"

"All together, we have six."

"Six people. So, in that six-member team, how do you look at team effectiveness?"

"So, I believe that the combination, composition, and also the context is, uh, very good in the organization culture."

"Yeah, they are, they are quite all right."

"Yeah. Uh, in, in terms of context, where it comes from the senior management and the sales team, usually."

"So, the issue is conduct."

"Yes."

"Tell me why, why do you consider that?"

"So, I believe, uh, so we, at the, uh, executioner level. So, we sometimes, even, even we have different regions to work on sales and business development. We have some..."

"Is it because they are not clear, or the, oh, is it because they are clear, still they are not committed enough?"

"It is clear. I believe it's, uh, more of a commitment."

"Commitment. So, there's a commitment challenge. People know what they are supposed to do, but they're not doing it enough?"

"Yeah."

"Good. Shall we give her a big hand?"

Second chance. Second opportunity up for grabs. Second chance. Those who did not speak up yet, this is your turn. Today is a very interactive day because, after all, it's a team learning, isn't it? So, I should give a chance to you all. The session is designed that way. Second one, second volunteer. I mean, if I were, I would be very proud of talking about my team, isn't it? It's a way of promoting your team. I'm giving you free advertisement about your team. Second volunteer. Yes, please pass the microphone to her. Yes.

"So, my name, I'm working for business development."

"And your name?"

"I'm Sanchi. Essentially."

"Uh, and in my team, we have six members."

"Which company?"

"MS Holdings."

"MS Holdings. Yes. Six-member team."

"Six-member team."

"Is it a centralized one, or a link to a particular shadow line, swim lane?"

"No. No. Directly, uh, we are for Nike development."

"All right."

"Uh, so we are under life. We have four categories, the whole development sector. So, we are under lifestyles and creeds. Uh, when it comes to four C's, we all have like, four C's are, uh, so good, actually. So, what we have to..."

"But comparatively, comparatively."

"Comparatively, to perform our job, the composition must have a higher concentration, actually, because the role and the flexibility that shows us directly influence to satisfy our customer."

"So, now, the six members, they are all 100% fully into their roles, and are they flexible in helping one another?"

"They have to be flexible. So, if not, we can't get into the task that we have given because, like, since we are into the development, so we need to satisfy our customer with submitting all the details in the right time."

"Okay. So, so, in your view, if you are to pick one as at least slightly further improvements needed, what did that see?"

"Uh, it is conduct, because the commitment that we, like, sometimes because we are dependent, because when we are giving our samples, when we are receiving the kits, we have to give to the sample, and the efficiency that the sample room shows, we have to give that, the efficiency that the sample room shows is directly influencing our commitment towards the customer."

"So, your, your effectiveness is determined by others' effectiveness as well, because you work as a larger team?"

"Yes."

"Or larger community?"

"Yes. So, sometimes our commitment, like we have to commit, but sometimes we can't commit on our customer because of the difficulties that we have in our internal teams."

"Okay. So, other teams have to be equally effective for you to be effective in your team, like a chain, supply chain?"

"Yes."

"Excellent. Sh."

"So, may I turn to the virtual participants? Uh, one example from virtual participants, anyone? Uh, Janja, are you there? Jan, Janja or Janja?"

"Janja, sir."

"Janja. Yes. Please tell us about your team."

"Uh, sir, I work for, um, Wala Marriott. Uh, so it's hospitality industry. So, uh, my team, uh, like I work, I work under FNB. It's a, it's a huge team, but my specialization is into events. So, I handle the weddings, meetings, my, my, uh, things. So..."

"All right. So, Jan, in your event management, event team, how many are there?"

"It's all together four. So, I'm..."

"Are you the leader?"

"Uh, so the leader?"

"Yeah. So, I'm the assistant, uh, events manager. So, then, uh, what I think is like, we all have the, we, um, the four C's are all good, but comparatively, I would say it's the composition, because, um, uh, that that is not directly between our team, that is with the management. Because when it comes to weddings, it's like, more into like, like lot of tourists are coming for, like, staying there long stays and and all. So, when it comes to weddings separately, then, uh, there are rules and regulations which we can't be flexible with, because that will be, like, um, damaging, like, not damaging, like, yeah, it's a, it's a, it's not lining with the fit guest, the other guest."

"So, that's in-house guest will feel disturbed, but the, but the wedding people will enjoy, isn't it? A bit of a tension, yeah?"

"Yeah. Uh, the composition is the thing that I think, uh, we lack. Not lack, means like, that is what we are having, uh, trouble with. So, I would suggest, Janja, you need to have some working understanding, working agreements. Say, if there's another team catering for weddings and receptions, and you cater for the in-house guests, you need to have an agreement where the wedding reception, if it is for a dinner, they should stop playing the band by 11 p.m. or 10 p.m. So, then that's a standard. So, even if the crowd wants no, 10:00, the band should stop because the in-house guest will get disturbed in sleeping, isn't it? So, like that, you need to have some inter-team agreements, isn't it?"

"Yes, we have such agreements. But sir, uh, when it comes to the guests, it's very un, like, it's very hard to, like, make them satisfied. Like, like the same example, like cutting off the sound at 10:30. We keep it at 10:30 for outdoor events. But inside the banquet, we go with, uh, whatever the time they like to, like, 12 a.m."

"Inside. Yeah. So, but, uh, in outdoor events, but the, like, it's very, uh, hard to make the guest, the local guest understand, especially that we can't go beyond that, so they get aggressive or they get upset. So, likewise."

"All right. Because sometimes they might be, and they might be highly spiritual also at that time."

"Yes. Yes, definitely."

"All right. Shall you give her a big hand? Applause. And now we have a very good place to have our residential program. She will help us. I hope our director definitely."

Thank you. Thank you very much. All right. Let's come back. So, please start reflecting. Please start relating. Please start identifying improvement areas. The four C's for team effectiveness. Any further questions? Are we all clear? Shall I give a big hand to everyone? Big round of applause.

And now we come to the time dimension of team effectiveness. There's a model called Punctuated Equilibrium Model. Don't worry, the balance. It's very interesting. Setting team direction. First phase of inertia, the laziness. Halfway point, transition, major changes. Second phase of inertia, accelerated activity. Six stages. Don't worry, this is some additional information. If I put in a pictorial way where you get better known. Say, you start a press meeting, and you are given a target. So, then what happens? When you are given a target, do people work from that point onwards? Typical Sri Lankan approach, they just sleep, idling. And then there's a message coming, periodic review, and then you said, "Oh my god, there's a review going to happen. We have not done anything." So, you have to do something, and you wake up, and you do something, and then you are right. There's a nice single statement. I can't say that you are right, as if you are, you have burned yourself, and you just do hyperactive things, and then you complain. Sri Lankans are very good at this. Once I asked from a foreigner, "What is the specialty you see in Sri Lankans doing projects?" He said, "Sri Lankans are waiting till the last moment, then they do a super-duper project." The outcome is superb, but they wait till the last moment to have hyperactive things. So, when we had the Commonwealth Heads of State Meeting, so I remember I'm staying in an apartment close by. The brick layering, the pavement layering of bricks, they, that time they called those basil gul, the basil. So, I would tell you, the Prince Charles was supposed, at that time, Prince Charles was supposed to travel along Baseline Road to BMI. The following day was supposed to be the traveling. The night before, they were laying bricks, but they did a fantastic job in finishing, isn't it? So, see the transition. And finally, like hypoactive and hyperactive. So, this inertia, and then it gets settled off. You wait and wait and wait till the last moment, and then they do a super job. And this is very, very bad for assignments. Don't add up Punctuated Equilibrium Model to assignments. Then what happens? You wait till the last round, and then you have saratri operation. You do saratri operation to finish it. So, don't attempt to do that. That's a bad way. So, ideally, what should happen? From transmitting, gradual increases. That's where are the milestones. You will have a separate module on project management where they talk about milestones. So, you need to have milestones, and there's a good, good way to monitor. It's called a Gantt chart or GAN chart. Americans say Gantt chart, the British say Gan chart, or whatever chart. So, plan versus actual. So, you have to monitor from the first meeting up to the completion, regular phase, not sleeping and suddenly waking up and doing a hyperactive thing, isn't it? Because it might affect your health. It might be, it might be incurring undue stress, isn't it? Your stress levels will go up, and you will be under pressure. You'll get panicked, and you might be having a lot of other challenges, isn't it? So, that should not be the way. So, this should, so this is where. But having said that, human behavior is that there's a tendency to do this, tendency to have this Punctuated Equilibrium Model. So, why punctuated? The equilibrium is punctuated. Pun, you are making a puncture. The balance is disturbed. That's where the equilibrium is disturbed. It's punctuated. That's the idea. So, don't worry. If you want more details, ask from Ch. Will give, or ask from Gemini or Cloud, Cloud, isn't it? So, you know, you have your favorite, even what the other one, Perplexity, and so on. Ask from them, and they will, ask from them, but don't use them for assignments. All right. Any questions? Are you also doing this? So, did you do this in last time's assignment? So, that's not a good habit. That's not a good habit.

Team size. There's no magical size. Smaller teams are fast at completing tasks. But larger teams are consistently better at problem-solving. Why? So, what is the advantage of larger teams? More brains and more ideas, more insights. Increase in team size are inversely related to individual performance. That's the danger. Higher the number, there will be more passengers than performers. More passengers than performers. I can give this comparison. I went to a live radio show, Assan Nick Samagin, SLBC, a few years ago. It was a Friday afternoon. So, there was one person to ask questions from me, another person to entertain listeners' live questions, another person to select the music CDs, another person to direct overall. So, there were four people involved. And I went and had a breakfast show with Live, sorry, a Light FM part of TNL radio at that time. There's one lady doing everything: asking questions, putting CDs, and entertaining external calls. And when, when music was on, there, she removed the headset and started enjoying the music. She was enjoying what she was doing. So, one person doing the same thing where four people were doing at SLBC. And no wonder why SLBC went down in terms of performance, obviously. Because higher the team size, sometimes the same job is there, then inefficiency setting. So, there's a term called social loafing. The real sociological term is social loafing. Loafing means you are just dragging on. See performance and team size. So, higher the team size, you expect higher performance. This is the expected level, proportionately higher. But what happens? Actual. So, there's a process loss. Process loss due to loafing. There are more passengers than performers. More passengers than performers. So, in some universities, when they want to hand over a document, they send a driver and a P.O. or office aid. Driver drives the car, office aid keeps the documents and sits next to the driver. At PIM, when I was a director, I asked the driver, "Can't you drop the document?" "No, sir, parking is very difficult." "So, can't you park and then go and give the note?" So, we said, "Then let the driver take the document." So, why should have a P.O. not to P.O. the driver sitting next, taking the documents? See, double the same person's job is done by two people. Very simple logic. So, driver can park the car and give and give and handle the document and come back and come back and drive the car and come. So, simple as that. So, we are loafing, in other words, excess work. And there was a time where, I'm not a political animal, but there was a time where there was a, there was a corporation full of people from the minister's electorate. They didn't have even a place to sit. And it is called Kandy governments at that time. People all from Kandy, they were enrolled, they were paid a salary, and they were doing electoral work for the minister in those electorates. They didn't even come to work. Why? Low fee loying. So, this is a process loss. Higher the number, the loss will be higher. So, you have to decide exactly how many people are required for the job, isn't it? So, otherwise, loing can. And there, this typical mindset in Sri Lankans, this cop mindset. People go to cop and ask a questioning, isn't it? Loafing, isn't it? Loafers. So, they create topics to discuss because they don't have any other work. Social loafing, process loss. So, never entertain loafers in your teams. So, PIM is the best example. We are the most productive. I can proudly say we are the most productive government sector higher education institute because we do all those things with just 40 plus people. 40 plus. We have only 12-member permanent faculty. 12 faculty. We do all those things. We give treasury money, 30 million, we give back to the treasury. We don't get money from the treasury as a government institute. So, we are productive. So, because we don't have loafers, everyone has to work hard, otherwise they have to go because we are a small team. So, the higher the number is the problem. So, in your teams, ensure no one is a loafer. It's a waste of money. It's an unproductive arrangement. Everyone should have a clear role, clear set of responsibilities, clear way of doing. Are you okay with that? Right. So, this is the description. Shall we read out? The tendency for individuals to extend less effort when working collectively than when working individually because they think others are there to do it. Like this, aihadagi kandali, the porridge of seven nadis. They want to make porridge, and they keep the pot boiling, and everyone was supposed to go and drop some rice, and everyone, each one thought the other one would drop rice, and why should I waste my rice? I'll keep my rice. So, finally, they had to drink hot water. Isn't it? No porridge, no, uh, rice. So, that's what is all right.

Now, we come to the most critical part of the day. This is where your assignment also matters. Team roles. Team roles. We are going to have a scientific way of discovering our natural tendency for a role. Team roles. Do we play different roles in different teams? Yes, that's human nature. And as Subacha poet says, we are good at something, and we have to utilize that. And if you are a leader, you have to spot what people are good at and give them the task to utilize their talent. So, I'm going to refer to Dr. Meredith Belbin. He's a British researcher, and he passed away last year. He, he was a veteran, and he lived up to his 90s. He came up with this thing, this concept called Belbin's Team Roles. He, and he came up with nine different team roles. So, what are those? Tell you, identify one by one. Specialist, complete finisher, team worker, monitor, evaluator, resource investigator, plan, shaper. Shaper doesn't mean that shaper, no. You are refining others' ideas, and then coordinator, and implement. Nine different roles. Now, we are going to discover what is my preferred leadership, uh, team role. And I know some people check that at the time of recruitment. Anyone who went through this at the time of recruitment as a management trainee, MT, management trainings, you went through it, isn't it? Anyone else? I know MS is doing that. Brandix is doing that. At the time of entering, they identify your Belbin team role, and then they know this person is most suitable for a job like this. So, they put you to a position according to your team role. Online assessment is. Are we clear?

Now, I'm going to tell you how to find, how to discover your Belbin team role. So, that's a bit complicated. So, let me explain. So, please follow my instructions. Care picture. Sorry. All right. Just give me one second. I hope I have uploaded you the first Belbin team roles. Let me put it up for you. Question. All right. Just have a glance at it. I'll tell you how to do that. It takes little time, and you need lot of focus. Lot of focus to do that. Coincerception inventory. That's the term Dr. Meredith Belbin is using. Self-perception inventory. We would discover in two to three weeks' time. Perception is how you look at the world, isn't it? How you look at yourself in a team. That's what it is. How you identify yourself. You discover yourself with it. So, the beauty is that you are discovering your team role. So, that's what we're going to do today. Right. So, listen to me very carefully. For each section, section is Roman letters one to, uh, one onwards. For each section, distribute a total of 10 points among the sentences that you think best describe your behavior. The points may be distributed among several sentences. In extreme cases, they might be spread among all sentences, or 10 points might be given to a single sentence. Enter each point alongside each sentence in the space provided. So, it's very tricky. You have nine statements starting from simple English letter A to simple English letter I. So, nine statements, 10 marks. You have to distribute the 10 marks among nine statements. If a statement describes you well, give more marks. If a statement does not fit into you at all, give no marks. That's a logic. If something is closer to you, give more marks. If something does not connect to you, give no marks. For example, "I think I can quickly see opportunities and take advantage of them." Yes, I'll give two marks for me. "I can work well with all types of people." No, some people I hate working. So, I, I leave it blank. "I usually know what idea will really work." Sometimes I give one. "My ability to follow a plan is due to my personal effectiveness." Of course, I give three. So, like that, you award marks, allocate marks, provided total should be, total should be 10. Not less, not more. That's where the tricky point. Total cannot exceed 10. Total cannot be less than 10. You have to distribute 10 marks. But instruction says, in extreme case, give all 10 points to one statement. I, I won't recommend that. I won't recommend that. Distribute 1, 2, 3. Don't go more than three because then your spread will be less, isn't it? Distribute 1, 2, sorry, 0, 1, 2, 3. Zero means it does not reflect you. One means somewhat. Two means, uh, very good. Three means strongly, strongly. If something you strongly associate, then give three. So, 0, 1, 2, 3. Don't go more than three unless there's a special case. So, be very careful. Sometimes you might get overly engrossed in the assessment and you might forget the arithmetics. You have to ensure that each section total should be 10. How many sections? Seven. Go down. 1, 2, 3, 4, 5, 6, and 7 sections. Are we clear up to that point? So, distribute 0, 1, 2, 3 for those statements, provided the total should be, total should be 10. Are we okay with that?

Now, the challenging part further down. Now, the assessment. This is where you need to have 100% focus. You have to translate those scores to this table. Say, section one, if you are given any marks to statement C, put it here. Right in front of C, 0, 1, 2, 3. E, 0, 1, 2, 3, like that. So, when you put the marks, the to the row total or the line total should be 10. That's a cross-checking. In section one, the entire set of marks, the total should be 10. Clear? Do the same for 2, 3, 4, 5, 6, and 7. So, you get some numbers, 0, 1, 2, 3 here. Clear. Then add the numbers and get the column total. Column total here, column total here, column total here, you get 0, 1, 2, 3 and so on. So, you get nine column totals. Are we clear up to that point? Then you get highest. That is the corresponding role type. If you get highest against one, then your role type is one. If you get highest in, uh, nine, then your role type is nine. Then there's a challenge. If you get two equal scores, then you have to go through the description. Let's say you get the same score for, same score for one and two. Then you have to look at the description. Implement. These are the descriptions. These are the shortcomings. Coordinator. These are the descriptions. These are the shortcomings. Then you know, "I am more here than here." Then you take a judgment call. That's a judgment call. If you have two equal, uh, marks, equal totals for two different rows, in a very unlikely scenario, you might have three equal scores. Same logic. See, imagine if you have the same score for 1, 2, and 3. Then read out all three and see which is fitting you more because it's your perception. You identify yourself. Clear? So, do this. It takes time. I know it takes little time because I do it very carefully. Some people short-circuit by straight away putting the marks here. But I would prefer to put the marks there, then translate the marks here. Then you will not make, uh, then you will make, uh, uh, minimum mistakes. Okay. Just have a chat, chat with your tablemates. A one-minute chat. Are we clear? So, the highest total corresponds to the number. The role type is given here. The description and the shortcomings are given here. Talk to one another. See whether everyone got it right. If anyone has any, anything unclear, please let me know. I'll explain further. Are we all clear? All right. Shall I give everyone a big hand? Big round of applause.

So, then one big homework for this week. There are a couple of others, but first one: find your Belbin team role. So, today is another discovery, like the way you found your MBTI type. So, what is my Belbin team role? That's the. So, then you are given the description and allowable shortcomings. Each role has a positive side and not so positive side. So, that's the nature. So, um, and then, once you do that, and again, another second-level analysis. If you get a higher score, there can be two scenarios. You get one very high, others completely low. One dominating as highest, others are very low. That can be one scenario. That means you are very, very, very strong at one role, and you are not good at other roles. So, there can be another scenario where, in most cases, you have a cluster, one or two or three roles very high, other scores are low. So, that means you are equally good at those, and others you are not good at. So, there, I mean, there can be a couple of scenarios like so, very unlikely that you get equals all night. Very unlikely, impossible. Okay, that's how it is. Okay. Shall we go to the slides? So, then this descript, this discussion is relevant actually only, uh, once you discover your, uh, team roles, but we'll, we'll do that for the completion to get each one, each role, how Dr. Ber, Dr. Meredith Belbin describes, very fast. Let's go.

First one, read out: Implementing. So, turns ideas into practical action. Shortcoming: slow to respond to new possibilities. They are into implementing. They are not looking outside. So, strength and shortcom. Second one, uh, Coordinator. Good chairperson, delegates well. Can be manip, can be pushy, can be pushing others. Third one, Shaper. Pushes team towards action. Shortcoming: can hurt people's feelings because, uh, they are very action-oriented. They want results, results. So, they might not be very touchy-feely. And the fourth one, Plant. Plant doesn't mean a mechanical plant. Plant means a seed becoming a tree. In other words, creativity, solves difficult problems. What are the shortcomings? Ignores details. Slow to communicate. They are engrossed in idea world. They are the idea generators, plant. Next one, Resource Investigator. So, what are strengths? Explore opportunities in the environment. They are two antennas, and they look at opportunities. What are the shortcomings? Loses interest soon. Because when they get one opportunity exploited, they want another opportunity. Like entrepreneurs, they develop a startup business and they sell it, and they want to have another startup. Their enjoyment, their excitement is doing something new. Otherwise, if they do the same thing again and again, they lose interest in doing the same. I hope they are not having that until the MBA is over. We had the same interest till the end of MBA. And the next one is what? Monitor, Evaluate. How do you look at the strengths? Analyzes problems, evaluates contribution. And the shortcom is overcritical, hard-headed, like the typical auditors. Any auditors here? Do people like them, or, or do people think about their parents? Auditors. So, in my view, they are not doing a police policing function. They should do a polishing function, isn't it? The latest word for auditing is what? Process assurance. Isn't it? Processes have to be assured. Process assurance. And the next one, Team Worker. Again, remember, team player is a generic concept. We are all team players, but team worker is a technical term proposed by Meredith Belbin. What is team worker? A word friction, listens, diplomatic. Short: can be easily influenced. They are the workers. They are doing a lot of things. Others will load them. They are the workers. They can be influenced easily. Others can overload them. And Complete a Finisher. Very rare, isn't it? There are a lot of starters, but very few finishers. Searches out errors and omissions. Can worry unduly. This is a negative side. They will have sleepless nights, and they make long way. So, they are given a timeline to finish, finish line, and then the opening ceremony is already announced, but the building is not even ready. They have to do the wiring. They have to do the painting. And this person is having sleepless nights, isn't it? So, we have a lot of foundation plaques, but very few finishing foundation stones. Finishing plaques are less, isn't it? Why? A lot.

Of things are under grass cobweb because this role is highly demanded in Sri Lanka. Complete finishes, isn't it? They start with a bang, so many projects, but very few projects are nearing completion.

A specialist is what provides rare knowledge and shortcomings. Overlook the big picture in the medical profession. Earlier, they had general practitioners (GPs), they were all-round users. Now what happens? You go to a chest, you have a chest pain, you go to a chest physician. He gives some medicine, and now the chest pain is no more. But you have a kidney issue. Then you go to a kidney specialist. He gives some painkillers, and the kidney is okay. Then you get a massive pain somewhere else, and then the person, okay, you go to another expert. So experts are very narrow. They overlook the big picture. Sometimes the general practitioner (GP) knows the big picture, isn't it? That's the difference.

So, so that's it. So those are the nine different roles. So homework: discover your role and identify strengths and shortcomings and relate it to yourself. Is this me? Did I demonstrate these strengths in my past behavior? Did I, uh, realize these shortcomings in me in my past behavior? It's a good eye-opener, isn't it? So reflect on you and identify this is my identified team role. That's a wonderful discovery.

So, can I leave it in your safe hands? Can do. Good. Shall I give everyone a big hand? Big round of applause. Shall he listen to Dr. Meredith Belbin? So, with greatest difficulty, no, I can't say I managed to convince him. He's already dead and gone. So, this is a recorded video. Enjoy. Sorry, before that, these nine roles are categorized into three categories: action-oriented, people-oriented, thought-oriented.

So, what are the three categories? Action-oriented, people-oriented, and thought-oriented. So, what are the three roles in action-oriented? Shaper, implementer, completer-finisher. People-oriented: coordinator, team worker, resource investigator. Thought-oriented: plant, monitor evaluator, specialist. Some people might get high, uh, high scores equally. Say, for example, if these three, then you are clearly a people-oriented. If you get high scores equally for these three or relatively high, others are low, then you're action-oriented. If you get high scores for these and others low, that means you have more thought-oriented. That's another deeper level of, uh, interpretation, deeper level of discussion. Are we clear? Now, let's listen to Dr. Meredith Belbin briefing, right? Just a glimpse. You can go to YouTube and find many other videos.

So, what is his advice? Don't try to play all nine roles. Pick your best and do that, isn't it? And again, um, in the individual assignment, when I say find your improvement area, some people do the mistake again. Let me, uh, reiterate. Out of the nine roles, I never mention the lowest scoring role. I never mentioned, isn't it? In the selected role, what are the shortcomings? So, those are your improvement areas. Don't look at the, I think a large number of people in the past did that. Somewhere from the internet, they have got the wrong instructions. I, I never mentioned about low scoring thing. Don't even, uh, don't take me wrong. So, in your selected role, what are the shortcomings? Highlighted. Those are your improvement areas. And there's nothing called a lower scoring area. There's nothing like that. In the selected one, what are the shortcomings? Keep that in your clear. Shall I give a big hand to Dr. Where is it? Wellbe. Four C's for team leader, just for completion. How many of you are team leaders? Just raise your hand. So, this is my gift for you. Four C's. See number one, read out. Competent knowledge in basics. You should know, uh, what you're doing. Thorough. See number two, curious. Willing to seek and try new things. And there were so many people were sitting under apple trees, and so many apples would have fallen onto so many heads, but only one person was curious about why the hell the apple fell into my head. Who that? So, Isaac Newton. Then the theory of gravity came into the scene, isn't it? So, curiosity is the mother of invention. You have to be curious. See number three, courage. Is willing to take a bold stand and have a point of view. When the boss points to a coconut tree and tells you, "Look at that Palmyra tree," and you say, "Yes, sir. There are some nuts also. Yes, sir. Yes, sir. Three bags full, sir." "Yes, madam. Yes, madam. Three bags full." No, have a point of view. And but be careful, diplomat. Sir, well, however, not to say, "No, you are wrong. You are an idiot. You are a fool." You get fired immediately. Don't get into, uh, collusion. Don't get into direct confrontation. In a diplomatic way, however, so we can do that. If you are telling that we are your team members, we will do that. However, there's a side like this. There's an issue like this. So, put it in a diplomatic way. Courageous to do that. Otherwise, everyone will like Mahadraut and go. We should not. Finally, caring. Willing to nurture. So, what are the four C's? Competent, curious, courageous, and caring. So, ask from you, am I competent enough? Am I curious enough? Am I courageous enough? Am I caring enough? And pick one C to work on for your improvement.

Finally, be aware, teams aren't always the answer. Some trainers make this mistake. They jazz up teams, and when one person can do the job, there are four people doing the same damn job. So, teams are not always the answer. There's a test, three tests, you say you have to ask three fundamental questions. So, what is question number one? Read out. Is the work complex, and is there a need for different perspectives? If the answer is yes, then go for teamwork. If the answer is no, you better handle it. Simple as that. Question number two. Does the work create a common set of goals for the team that is larger than the aggregate of the goals for individuals? If the answer is yes, then go for teamwork. If the answer is no, assign few people to handle it separately. Question number three. Are the members of the group involved in interdependent tasks? Yes, then it becomes a team. If not, it's just a group. For example, I sit in five boards as a non-executive independent director. So, I go for the board meetings either once a month or once a quarter. We go and sit down, and we discuss, and the, and the material are sent to us via email or, uh, uploaded to the board pack, and we discuss, and that's it. We are a group, not a team. We are not solidly saying, "Let's work together." Nothing. We give our advice, we give our opinions. It's a group. But at PI, when we work together, it's a team. So, that's the difference. My full-time job versus part-time engagement, there's a difference. Part-time, I'm more a group. Full-time, I'm a team. That's the difference. Okay. Right.

Case of a virtual team. I have uploaded a beautiful case. Some. So, what a tale of three designers. Okay. Uh, just have a look at it. Case of a virtual team.

>> Thank you. Amen. Is virtual team a virtual team at TA Sterns? Virtual team at TA Stern. It's a very interesting case. Again, one vital, uh, part of MBA is case-based learning. So, I have got a couple of cases for this module as well. Case-based learning. So, case is a virtual team at TA Sterns. So, how do you handle a case? So, first of all, to begin with, what is a case? Case is what? A story, a, uh, a description involving people, situations, and an issue. An issue-centered description is a case. Issue-centered description. So, there can be co-issue and other issues. So, some people, they struggle to find the issue, and they ask the question, "Co-issue? Co-issue?" So, what is the issue? Issue-centered. So, you have to read the case, then read the questions further down. Some read the questions at the end. First, read the case at a glance, and read the questions at the end. There are four questions. There are four questions. And read the questions, and then read the case, then reread the case to find answers to the question. Read the case. Read the questions. Reread the case to find answers. And that's a second homework. First and the most critical one is the Belbin discovering a Belbin team role. Second one is, um, analyze the case on virtual teams at TS Sterns. It's a very interesting one and a very timely one. Something happened at Central Bank, and this one has some parallels. Sorry, not at Central Bank, Ministry of Finance. This one has some parallel. So, it's a very timely. I didn't realize that it'll be such timely, but it's interesting. So, go through the cases, and so it's a, it's a, it's a mini case or a brief case. Not mini case, nothing to do with Jarathna. It's a short case or a brief case, and not a mar case. So, you have to be familiar with cases. So, read, and then your textbook has many other cases. Obsanora had many other, each chapter, there are cases, caselets, brief cases. Right?

So, can I leave it in your safe hands? So, in the past, when I said, "Can I leave it in a safe hand?" They say, "Yes." And the next time, no one has done that. So, hands are not so safe. So, can I have the assurance you'll do that? Please do that. So, do that with diligence. All right. I get back to the slides, and finally, no, and then coming. All right. But we covered, and then, uh, this what he was talking about. This is what we were talking about, right? Individual assignment. I'll spend two minutes today, and I'll elaborate it further. Now, we have got the first one done, second one done. Third one, I'll cover next week. So, by the end of next Sunday, uh, afternoon, you will have all the required things to do your assignment. So, when is next Sunday? May. May 10th. M. There's a problem. There's a challenge. And the week after next, I'll give you one extra week. 28th May plus one week. I'll do the adjustment. There's, there's a need for it. I'll tell you the need because the third one is EI based on given question. So, these two you have covered. Third one, and 1,500 to 2,000 words cage. So, I, I'll give a detailed explanation first. Now, you, you get ammunition, you get inputs. This input, you already got this input. Next, the next session, you will get this input. Discuss how the above three improve, connect your career and advancement. ITO table: Issue, Recommendation, Timeline, Output, Outcome. How to develop, construct table. Uh, issue is your improvement area. Recommendation is what you're going to do. Uh, output is, so the timeline is four timelines: short, immediately, short-term, medium-term, long-term. Immediately means if something can be done within the next few days. Immediate. If something needs a couple of months, short-term. If something can be done within a few years, one to three years, medium-term. Anything needs more than three years, long-term. So, what are the four timelines? Immediately, short-term, medium-term. Don't. So, output, the direct result of your recommendation. Outcome, impact it creates. I'll show you some samples, and I'll take you through at the next session, okay? Right. Then to wind up today. So, why I say next session again, I'll make that announcement today itself. Director, myself, and, uh, two other faculty members will be attending South Asian Management Forum in Bhutan next weekend. So, I will not be conducting the session next weekend. But, but we have a creative arrangement. What we will do is, it had been done in the past as well. I'm sure, uh, there'll be two IT sessions, and the week after, I'll be doing two OB sessions. So, next week, you will have overdose of IT. The week after, you'll have overdose of OB. Can't help that. That's the only way to do that, otherwise, we don't have enough time to catch up. So, next week, I will not appear, and Mrs. Sat and Mr. Tina Bandara will do the needful. And the week after, I will come back in doing two sessions in OB. So, that, so then I will, during the two sessions, I'll explain, and I know 17th and 28th, only one week gap, isn't it? So, to be fair by you, I will extend 28th May by one extra week. So, I will not do it now, and don't send me text messages and saying that too short of time. I'll do the correction when I explain the whole thing on, uh, 17th, 17th Sunday. All right.

To wind up. You see, uh, nature full of teamwork, isn't it? The way birds fly from west to east during winter. How do they fly? Birds of a feather flock together. They fly in V-shaped formation, isn't it? When they fly in V shape, each one has to exert less energy than they were to fly individually. That's the power of teamwork. Shall enjoy a beautiful video how geese fly pulling together. There was a story that geese won't fly above Greece because they were having economic recession. So, how geese fly? Beautiful story, inspirational video. Pulling together. Pulling together. Enjoy it. Inspired. Shall we all stay together? And that's where they say, team is all about teaming in action. Together everyone achieves more. Shall we say out loud? Together everyone achieves more. That is T.E.A.M. So, please go and make teams, drive teams, and achieve results through teams. That's all about it. Good. Uh, so it's up to. So, if it is me, it's up to me. You have to be a team player, team leader in doing the needful. Enjoy the day. Good. I'll see you two weeks later, and do the homework, Belbin case, and other things, and I'll see you in two weeks' time. Shall I give everyone a big round of applause? Thank you. So, for the subject.

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MBA507 MBA2026 Group B & C Session 03 on Saturday, 03 05 2026

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