Learner’s workbook

Building up a strong
team spirit
 Welcome to your training course

What is the workbook for?

Your Learner’s workbook includes:
• Cheat sheets
• Workshops to practice on your own or with your team
• Blank pages for your personal notes

How to use it
Download it so you can take notes and annotate it. Everything you
need, just a few clicks away.

When to use it
Throughout your training and afterwards! Practice what you want to,
and be in total control of your learning!
 TABLE OF CONTENTS

Click on the chapter you want.

chapter 1: Getting to
Introduction know each other
better

chapter 2: Communicating chapter 3: Developing

effectively team rituals
Introduction

First review: Me and my team

Select your team type below, then proceed to the next page:

Coexistence
You get on well with your team but don't
collaborate much. Everyone works
individually which creates
misunderstandings and delays in your
shared projects.

Cohabitation
You have multiple processes in place that
allow you to work more efficiently, but you're
probably missing out on a few tools to
cultivate collaboration. Keep going with the
training!

Collaboration
You already collaborate well with your team.
You know your strengths and know how to
capitalize on them.

Go back
to table of
contents
 Introduction

My goals for this training

Now rate each of your teammates and match each word from the list below to
your relationship at work.

What would you like to improve with this training?

Take some time to think about it and write down your personal goals.

For example,
• I'd like to work effectively with X despite our differences.
• I'd like to be more assertive and express my opinion more often.
• I would like to better understand some of Y's reactions.

Name Type of relationship My goals

Coexistence

Coexistence

Coexistence

Coexistence

Coexistence

Coexistence

Coexistence

Go back
to table of
contents
Chapter 1 Getting to know each other better

Workshop: Recognizing my emotions

When you feel an unpleasant emotion, it means that one of your needs is not
being met. We need to be able to identify this emotion and then take action.

Go back
to table of
contents
Chapter 1 Getting to know each other better

Workshop: Identifying my emotions

Analyze a situation in which you felt an unpleasant emotion and identify the two
associated emotions on the chart from the previous page.

What would you need next time to avoid this unpleasant emotion?

Go back
to table of
contents
Chapter 1 Getting to know each other better

Recap: I communicate better with OFNR

You disagree with someone’s actions or words.

Before the situation escalates, try the OFNR method. It allows you to differentiate
between your feelings and your needs. From here, you can make a request to
your counerpart.

O bservation
"I asked you for last quarters’ numbers. I had to add them to my
presentation last minute because you weren't available."

F eeling
"I was worried during the meeting because I wasn’t sure about this part
and didn't feel ready to answer questions."

N eed
"I need to make sure I’m ready the day before. It reassures me because
public speaking is difficult for me."

R equest
"Can we see each other before the next meeting to make sure we’re ready
and set?"

Go back
to table of
contents
Chapter 1 Getting to know each other better

Workshop: Emotional safety within my team

To build up team spirit, it's important for everyone to feel safe and confident
within the group. To establish an emotionally safe space the following factors
must be considered.

Can you tick all the boxes? See below!

I can fully be myself with my team

I can be vulnerable, talk about personal issues

when needed

I can ask for help without being judged on my

skills or understanding

My voice is heard and respected

My manager shows appreciation and encourages me

The team has the right to make mistakes. My

colleagues and I are encouraged to try new things,
even if it could go wrong

I work in a learning culture: everyone learns from

each other

Go back
to table of
contents
Chapter 1 Getting to know each other better

Tip for Managers: Boosting my team's emotional safety

Do you also manage a team?

Here is what to keep in mind to maintain a high level of emotional safety

for each of your employees.

Tick the ones you would like to work on more in the future.

Encourage your employees to express their

opinions.

Showing empathy and understanding to team

members who share their personal experiences.

Make sure that everyone can ask questions

without hesitation.

Identifying discriminatory behavior or

microaggressions and put an end to it quickly.

Ban all forms of favouritism.

Go back
to table of
contents
Chapter 2 Communicating effectively

Workshop: Active listening - Focus on open-ended questions

In the clarification phase, you need to ask open-ended questions your

interviewer.

In contrast to a closed-ended question which expects a "yes" or "no", open-ended

questions require a full answer.

Closed-ended Open-ended
question question

Do you think How do you

the client think the
will change client will
their mind? react?

Practice makes perfect! Turn these closed-ended questions into open-ended ones:

Do you think our manager forgot to warn you? / Are you upset that the meeting
didn't go well? / Do you want me to help you with this report? / Are you
disappointed?

Go back
to table of
contents
Chapter 2 Communicating effectively

Workshop: Active listening - Review

Take advantage of your next appointment / interview and follow the 3 steps of
active listening, then complete the self-assessment test below.

• Step 1: Improving your listening skills

• Clarify
• Rephrase
+ empathy (understand and feel what another person is experiencing
within their frame of reference)

1/ I listen without interrupting.

Yes No

2/ I asked questions to clarify what the person was saying.

Yes No

3/ I rephrased what’s been said.

Yes No

4/ I showed empathy towards my counterpart.

Yes No, not really

How comfortable were you during this test?

1
Give yourself a score from 1 to 5!

Go back
to table of
contents
Chapter 2 Communicating effectively

Recap: Fact, interpretation, preconception, judgment

Fact Interpretation

Marcus arrived late to two These meetings don’t

meetings this week. matter to Marcus.

These are objective facts. You look for an

explanation and interpret
the situation according to
your own values or
personality.

Preconception Judgment

Men are always late Marcus is not a serious

anyway. coworker.

You establish a From your interpretations,

preconceived opinion you extrapolate a
about a group of judgment about Marcus'
individuals, in this case whole personality.
men, in which you place
Marcus.

Go back
to table of
contents
Chapter 2 Communicating effectively

Workshop: Making requests assertively

Assertiveness means expressing yourself without being aggressive, passive or

manipulative. To assert yourself, you need to clearly express your needs, opinions
and feelings.

Think of a difficult situation you've experienced recently. Avoid conflict without

giving up on your own needs, follow these steps to make an assertive request :

Use "I” statements For example, I've noticed that you've been late to two meetings
this week.

Be understanding. For example, I understand that you might be late sometimes, but
this project is top priority, and we all need to be focused if we want to make the
deadline.

Start small. For example, Can you make an effort on being punctual for future
meetings?

Negotiate successful win-win solutions. For example, It'll make it easier for everyone
to get organized and work efficiently.

Go back
to table of
contents
Chapter 3 Developing team rituals

Recap: Adopting good practices

Welcoming a new coworker

Settling in: Organize meetings between the newcomer and team members
to discuss organization. Be available to answer any questions during the first
days.

Breaking the ice: At the start of a seminar or meeting, this exercise helps to
lighten the mood and get the conversation going (see examples below).

Team lunch: There's nothing like informal moments when work is not the
focus of the conversation, fostering bonds, building up trust and emotional
safety.

Breaking the ice:

• If you were a Disney character?

• The last book/comic/movie/TV show you liked?
• Your ideal vacation spot?
• If you had to take just one thing with you to a desert island?
• If you could have dinner with a famous person, living or dead, who
would you choose? etc.

Go back
to table of
contents
Chapter 3 Developing team rituals

Recap: Work traditions

Projects

Initial meeting: before each project, take time to hold an internal

meeting. Make sure everyone’s on the same page about the client's
wants and needs to allocate roles.

The scoping meeting: after each project, systematically schedule a

scoping meeting for feedback, both internally and with the client.

The first allows you to see what went well and what did not. The goal is
not to criticize anyone, but on the contrary, to focus on solutions, to be
more productive and work in better conditions on the next project.

The second allows you to share your feedback with your client and ask
them in turn to give you feedback. The goal is to maximize off of the
positives and find solutions together to see what can be improved.

Teamwork

Reward/trophy: establish a tradition of awarding team-members to

showcase their work.

Feedback: Find workshops on p. 17-18.

Sharing knowledge and good practices: dedicate a thread on your work

messaging method to discuss these topics.

Offer help to colleagues: They’ll help you out next time!

Make yourself available to answer questions: it’s not just about being
welcoming, but also being there for each other, especially for questions
that might arise. That's how you learn quick!

Go back
to table of
contents
Chapter 3 Developing team rituals

Workshop: Positive feedback

Your colleague Melissa submitted HR's yearly report. You'd like to congratulate
her. Discover how to give positive feedback below and practice on the next
page.

Hi Melissa, how are you? Do you have a

Positive reception
moment for us to talk about your report?
Make sure the
person is available.

I really thought you did a great job. You've

Statement of facts
come a long way since last time. You
Give specific
brilliantly described the project and each
examples: what you
slide was perfectly balanced in terms of
liked and why?
content.

Listening:
Be an active listener. How
does your colleague react
to your feedback?

Congratulations: Again, well done! You should be proud,

Be positive right to because I know you put a lot of work into
the end and it. I can't wait to see your next
encourage you presentation!
counterpart for their
future work.

Go back
to table of
contents
Chapter 3 Developing team rituals

Giving positive feedback

Positive reception
Make sure the
person is available.

Statement of facts
Give specific
examples: what you
liked and why?

Listening:
Be an active listener. How
does your colleague react
to your feedback?

Congratulations:
Be positive right to the
end and encourage
you counterpart for
their future work.

Go back
to table of
contents
Chapter 3 Developing team rituals

Workshop: Improvement feedback

You work as a sales representative for a publisher. Your new colleague Paul has
just had his first book fair. You thought he wasn’t
at his best and wanted to give him some feedback. Learn more about
improvement feedback down below and practice on the next page.

Hi Paul! How are you? Have some time

Reception to talk about the book fair?
Make sure the
person is available.

I noticed that you hadn't been out to see

Statement of facts a lot of publishers on the stands. You
Be as objective as seem to not have reached your sales
possible and avoid target. What was your first fair like?
interpretations.

"I didn't have a good grasp of the pitch we

Open-ended question were given and needed to adjust it before
and listening: going to the publishers."
Ask the person about their You: Oh, I see. What would you need for
feelings and experiences next time to feel better prepared?
of the situation.

"It would be great if we could work on

Commitment the pitch together beforehand."
Be positive, offer help You: Of course! We can work on it a bit
without constraining. this week, and we'll also set aside some
Show that you trust him. time before the next fair.

Go back
to table of
contents
Chapter 3 Developing team rituals

Giving improvement feedback

Reception
Make sure the
person is available.

Statement of facts
Be as objective as
possible and avoid
interpretations.

Open-ended question
and listening:
Ask the person about
their feelings and
experiences of the
situation.

Commitment
Be positive, offer help
without constraining.
Show that you trust him.

Go back
to table of
contents
Chapter 3 Developing team rituals

Recap: Receiving feedback with the AAA method

It's sometimes difficult to to receive improvement feedback. Keep in mind that

your colleague believes in you and your skills, and wants to help you progress.
Follow this 3-step method.

Active listening Acknowledgment Action

Listen without Be considerate and Suggest a
interrupting and grateful for what solution or ask
avoid judging has been said. You for help.
or interpreting can explain and show
your colleague's yourself, but don't commitment for
words. justify yourself. improvement.

Go back
to table of
contents
Your personal notes

Go back
to table of
contents
Your personal notes

Go back
to table of
contents