Managing and developing effective teams

1. Managing and developingeffective teams Sue Duraikan

2. Objectives • To be able to identify the qualities of an effective team • To be able to set objectives for your team • To understand the stages of team development and how to manage each one effectively • To be able to motivate, monitor progress and give feedback more effectively to team members • To know when and how to involve your team in decision making • To understand how to build trust in your team

3. What makes an effective team? • Shared goals and values • Shared standards and procedures • Clear roles and responsibilities • Relationships and rituals

4. The team leader’s challenge John Adair, Action-Centred Leadership

5. A team is… A group of people working towards a common goal

6. Team goals • Common purpose • Medium-long term project goals • Short term task goals • Development goals

7. SMART goals • Specific • Measurable/Matter/Monitored/Mutual • Achievable • Relevant • Time-limited

8. ‘A goal without a plan is just a wish.’ Antoine de Saint Exupéry

9. Values It’s best to be honest and open with people. The customer is king. Got to keep learning since the world keeps changing. You stay till the job is done.

10. Values If you don’t enjoy the job you shouldn’t be doing it We’ll get more done by sharing the workload. Things can always be improved. We have to be fair.

11. Team values‘When you have values, all your decisions are easy.’ Roy Disney BGL Group (Insurance) • Be creative • Be united • Be happy • Be genuine • Be encouraging • Be someone who makes a difference Addenbrookes Hospital • Safe • Kind • Excellent

12. The team leader’s challenge John Adair, Action-Centred Leadership

13. The team leader’s challenge John Adair, Action-Centred Leadership

14. Motivators Extrinsic • Money • Time off • Status • Advancement • Power/influence • Recognition • Relationships • Environment • Threat of job loss Intrinsic • Achievement • Involvement • Independence • Creativity • Expertise • Meaning • Challenge/variety • Interest • Security • An easy life

15. Why give feedback? Staff need it so they… • Are motivated • Keep on track • Know what’s acceptable … or not! • Learn how to do things differently/better You need to give it in order to… • Maintain morale • Clarify and reinforce standards • Improve performance • Show you’re in touch • Avoid recrimination • Nip problems in the bud

16. What is effective feedback? • Regular • Timely • Specific • Positive/negative but always constructive • Honest • Private/public • Face-to-face/in writing

17. Negative feedback • Clarify what you expected • Explain how it looks to you • Discuss • Agree an action plan • Review

18. The team leader’s challenge John Adair, Action-Centred Leadership

19. 4 stages of team development Bruce Tuckman, Developmental sequence in small groups

20. Stage 1: Forming • Direct the team • Communicate goals clearly • Model open 2 way communication • Help team get to know each other informally

21. Stage 2: Storming • Be positive and proactive • Encourage open communication • Listen, don’t be defensive • Protect team members under fire • Aim for and document agreement

22. Stage 3: Norming • Reinforce desired performance/behaviour • Encourage and reward co-operation • Deal with problems quickly • Celebrate success

23. Stage 4: Performing • Delegate as much as you can • Recognise and reward achievement • Build on success: What did we learn? How can we improve? • Start focussing on new goals and areas of work

24. Involving team members in decision making Adapted from Vroom-Yetton-Jago decision model

25. Factors affecting decision making • How much time have you got? • How important is the decision? • Who needs to make the decision?( accountability, authority) • What information is needed to make the decision? • Do you need buy-in from team members? • What climate do you want to establish within your team?

26. Broken squares: the rules • Complete silence! • You may not point or signal to other players with your hands. • You must complete only your own square. No one else may show you how to do it or do it for you. • You may not take a piece from another player, but you may give your pieces, one at a time, to any other player, and other players may give pieces to you. • You may not place a piece in another player’s square • You must always keep at least 2 pieces of the puzzle in front of you • You will be finished when all players have a completed square in front of them (all the same size!).

28. Lessons from the blue tits • Do you openly share your experience with others? • Do you seek input from others to help you come up with solutions? • Are you open to building on others’ ideas? • Do you seek opportunities to meet, mix and talk with others? • Do you seek opportunities to learn from others? • Do you facilitate a learning culture within your team?

29. Five dysfunctions of a team(acc. Patrick Lencioni)

30. Five qualities of an effective team(acc Patrick Lencioni) • Results • Accountability • Commitment • Healthy conflict • Trust

31. Building trust Empathy Empathy Reliability Integrity Clear, open communication Competence

32. ‘When the trust account is high, communication is easy, instantand effective.’Stephen R. Covey