TeamBuilding in the Community Arts

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Team-Building in the Community Arts

• Andrew Ortiz, J.D., M.P.A.
• Project Manager for Capacity Building
• Arizona State University
• Center for Nonprofit Leadership Management

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About Andrew Ortiz

• Andrew Ortiz is a native Arizonan.
• Andrew Ortiz is a community leader who has worked
  in government, private industry, association and
  nonprofit management and as a consultant . Ortiz
  has also served as a leader in the higher
  education system here in Arizona.
• Ortiz is currently the Project Manager for
  Capacity Building Initiatives with the Arizona
  State University Center for Nonprofit Leadership
  and Management.

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History of the National Guild

• The National Guild was established by Americas
  community schools of the arts in 1937 to provide
  leadership, advocacy, and service to the field.
  United by their common mission to ensure that
  quality arts education is accessible to all,
  community schools foster life-long engagement in
  the performing, visual and literary arts, and
  develop the artists and audiences of the future.

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History of the National Guild

• As the service association for community schools
  of the arts, the National Guild believes
  involvement in the arts is essential to
  individual fulfillment and community life. The
  National Guild advances high quality,
  community-based arts education so that all people
  may participate in the arts according to their
  interests and abilities.

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History of the National Guild

• The National Guild supports the creation and
  development of community schools of the arts by
  providing research and information resources,
  professional development and networking
  opportunities, advocacy, and high-profile
  leadership.

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Services that the National Guild Provides to its
members

• Research and Information Services
• Professional Development and Networking
• Advocacy/Visibility for Community Schools
• Leadership Initiatives/New Market Development
• Setting and Maintaining Standards (including
  Membership Certification)

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National Guild Strategic Priorities

• Increase value of membership
• Increase member engagement
• Grow membership
• Restructure membership and reform certification
  program
• Employ cutting-edge technology to increase
  organizational efficiency, member engagement and
  value of membership
• Develop human and financial resources to support
  the Guilds services and activities

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Basic Tenets of Community Schools of the Arts

• High quality arts instruction taught by
  professional artists
• Access, regardless of age, artistic aptitude, or
  ability to pay
• Lifelong learning
• Community-based arts programming
• Professional development for teaching artists

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Connecting with the Community

• Some CSA Directors describe their work of making
  arts instruction more accessible not just as a
  mission, but as a movement. They share a
  commitment to offering access to those who
  desire, but cannot afford, classes. To engage and
  include students from a variety of economic and
  geographic backgrounds, CSAs employ various
  approaches

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Financial Aid

• Such as scholarships, sliding tuition fees,
  work-study, merit-based aid, and tuition-free
  programs.

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Arts Exposure

• Workshops, performances, exhibitions, and
  lectures at local schools, nursing homes, and
  other sites.

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Branches and Satellites

• Diverse locations present programming in a
  variety of neighborhoods and settings such as
  rehabilitation or senior centers, daycare
  providers, prisons, and even in corporate offices.

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Mission to Reach Others

• Some schools do not consider access and outreach
  to be synonomous. Rather, they design all
  programming to serve people with the least
  access, whether due to economics, geography,
  background, or ability.

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TEAMS

• Together
• Each
• Achieves
• More
• Success

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What is a Team?

• A team is a group of people who have a distinct
  identity and work together in a coordinated and
  mutually supportive way. They are accountable to
  each other, and they use complementary skills to
  fulfill a common purpose or goal.
• Source John A. Woods 10 Minute Guide to Teams
  and Teamwork

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What is a Team?

• The most distinguishing characteristic of a team
  is that its members have, as their highest
  priority, the accomplishments of team goals. They
  may be strong personalities, possess highly
  developed specialized skills, and commit
  themselves to a variety of personal objectives
  they hope to achieve through their activity. The
  members support one another, collaborate freely,
  and contribute openly with one another.

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With Teamwork we can

• Establish optimal goals
• Clarify expectations and strategies
• Perform most effectively and efficiently
• Follow through to timely completions, and
• Achieve success after sucess

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The Challenges of Team-Building

• We are building up or tearing down in everything
  we do.
• Do we belong to the construction gang or the
  wrecking crew?

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Benefits of a Team

• Collaboration
• Communication
• Efficient application of resouces
• Decisions and solutions
• Commitment to quality

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Quotable

• Someone ought to do it, but why should I?
  Someone ought to do it, so why not I? Between
  these two questions lie whole centuries of moral
  revolution.
• - Annie Besant

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Questions for your Team Action Plan

• What can you do that you are not now doing or are
  not doing as much as you can?
• Who will be affected?
• Who can be resources to you and your fellow team
  members?
• How can you initiate the action that you should
  take? When?

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Quotable

• I am only one, but I am still one. I cannot do
  everything, but still I can do something. And
  because I cannot do everything, I will not refuse
  to do something I can do.
• - Edward E. Hale

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Seven Key Thoughts About Building Teamwork

• Establishing good teamwork may require
  substantial effort.
• To be maintained at a high level, effective
  teamwork must be a high priority and given
  constant attention.
• Good people wont automatically be good team
  players.
• Since different people have different ideas and
  interests, the challenge is to seek widespread
  understanding, to reconcile or at least to
  coordinate differences, and to capitalize on the
  combined abilities of group resources.

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Seven Key Thoughts About Building Teamwork

• Well-coordinated individuals can achieve results
  beyond the results obtainable by the individuals
  working alone. This is the synergistic aspect of
  teamwork.
• People enjoy feeling good about the group they
  are in, as well as feeling good about themselves.
  This has been called dualism.
• Teamwork, as so beautifully demonstrated by the
  Three Musketeers, is a matter of All for one and
  one for all.

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Teamwork Lawns

• Germination of the weed seed oversight or
  neglect.
• Small weeds territory or domain issues.
• Medium weeds complaints about or criticism of
  others.
• Large weeds choosing sides, open conflicts, or
  sabotage.

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Key questions to ask

• Does everyone on your team feel engaged, valued
  and proud as a member of the team?
• Does your team have and accept the authority to
  make decisions about its tasks?
• Do you understand the boundaries of your teams
  authority and could this authority be expanded?
• Does your team know how to manage itself to get
  work done?
• Does your team achieve truly great results?

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Quotable

• The world is moved not only by the mighty
  shoves of the heroes but also by the aggregate of
  the tiny pushes of each honest worker.
• - Helen Keller

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Characteristics of a Good Team

• High level of interdependence among members
• Leader has good people skills and is committed to
  team approach
• Each member is willing to contribute
• A relaxed climate for communication
• Members develop a mutual trust
• The group and individuals are prepared to take
  risks

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Characteristics of a Good Team

• Group is clear about goals and establishes
  targets
• Member roles are defined
• Members know how to examine errors without
  personal attacks
• The group has capacity to create new ideas
• Each member knows he can influence the agenda

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Peak Performance Team Traits

• Team members know and understand their
  organizations goals, values, and policies. They
  know where they (and their organization) are
  going.
• Everyone recognizes the customer is king. There
  is a can-do attitude toward fulfilling customer
  needs, and people are empowered to serve beyond
  their customers expectations.
• Those in charge solicit the ideas of their
  associates at the very beginning of the
  decision-making process including decisions on
  goal delineation.

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The Stages in Building a Team

• Searching What are we here for? What part shall
  I play? What am I supposed to do?
• Defining Definition of the task to be
  performed, or the objective to be reached, by the
  group.
• Identifying Members sense that they are no
  longer a collection of individuals, each with his
  or her own objectives and agenda, but actually
  members of a group working together toward a
  common goal.

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The Stages in Building a Team

• Processing Not only do members work together on
  the task or the objective, they evaluate their
  effectiveness in doing so.
• Assimilating/Reforming Groups formed to do a
  task or project usually die when the work has
  been completed. Groups that have a permanent
  mission change. Some people leave and others
  join. They absorb new members and close ranks
  when others leave. New dynamics emerge. From time
  to time, the group changes its personality as it
  changes it membership and its tasks.

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Quotable

• The path to greatness is along with others.
• - Baltasar Gracian

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Rewarding Successful Teams

• Reward soon after the accomplishment. Dont wait.
  When people have done well and are feeling good
  about what theyve done, reinforcing the success
  with a valued reward has great impact on future
  actions.

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Rewarding Successful Teams

• Be specific about what youre rewarding. Let them
  know what accomplishments youre rewarding them
  for. General compliments such as Great job!
  dont convey useful information. What made it
  great?

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Rewarding Successful Teams

• Be consistent. When you get the results you asked
  for, recognize the teams success. Never take for
  granted that team members know how great your
  appreciation is.

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Closing Thought

• Teamwork is the ability to work together
  toward a common vision. The ability to direct
  individual accomplishment toward organizational
  objectives. It is the fuel that allows common
  people to attain uncommon results.
• - Unknown

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Thank You Very Much!

• Andrew Ortiz, JD, MPA
• 602-496-0190
• andrew.ortiz_at_asu.edu