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Welcome

Welcome. With reference to your traffic light from day 2, on post-its note anything you have: stopped doing started doing or are doing more of as a direct result of attending the first 2 days of the Well-led programme – and stick up on the flipcharts at the side of the room titled IMPACT.

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Welcome

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  1. Welcome With reference to your traffic light from day 2, on post-its note anything you have: stopped doing started doing or are doing more of as a direct result of attending the first 2 days of the Well-led programme – and stick up on the flipcharts at the side of the room titled IMPACT Reflection task

  2. Well-led leadership programme Day three: Leading high-performing teams – looking sideways

  3. Leading high performing teams – looking sideways At the end of today, you will: understand the characteristics of high performing teams have gained practical insights into how to nurture and lead high performing teams understand how to create a culture of continuous improvement through leading people performance management developed strategies for having courageous conversations.

  4. Activity: difference between teams and groups

  5. High performing teams

  6. Print/online resource: Characteristics checklist The characteristics of high performing teams Purpose and values Empowerment Relationships and communication Flexibility Optimal performance Recognition and appreciation Morale Ken Blanchard et al. One Minute manager builds high performing teams

  7. Print/online resource: Checklist Activity: high performing teams checklist

  8. Print/online resource: Team harter Model Aligning team performance The Team Charter Model Organisational vision, purpose and values Team vision, purpose and values Team norms for behaviours Team member roles Key responsibility areas (KRAs) and goals Communication strategies Decision making, authority and accountability Resources Eunice Parisi-Carew and Don Carew, Team Charter Leader’s Guide

  9. Overcoming the five dysfunctions of a team Source: Lencioni, P. (2005)

  10. Understanding your team “You will never, never, never have an empowered self-directed team unless the leader is willing to share control.” “Empowerment is all about letting go so that others can get going.” Blanchard, Carew & Parisi Carew

  11. Online resource: Trust article Trust in high performing teams Consistency Reliability Sincerity Commitment Integrity Competence TRUST

  12. Print/online resource: Trust Activity Activity: building trust in teams

  13. The role of leadership and culturein achieving team vision Performance Outputs Our Vision Resources + Job Satisfaction Motivation Commitment ‘Engagement’ People KSA Experience Potential LEADERSHIP CULTURE

  14. Engaging leadership An engaging leader may be defined as someone who encourages and enables the development of an organisation that is characterised by a culture based on integrity, openness and transparency, and the genuine valuing of others and of their contributions.

  15. Engaging leadership Engaging leadership shows itself in concern for the development and well-being of others, in the ability to unite different groups of stakeholders in articulating a shared vision, and in enablement of a kind that maximises human and social potential, coupled with the encouragement of questioning and of thinking which is critical as well as strategic.

  16. ENGAGING INDIVIDUALS Showing Genuine Concern Enabling Being Accessible Encouraging Questioning Source: Alimo-Metcalfe (2008) Building capacity through engaging leadership The engaging leadership model ENGAGING THE ORGANISATION MOVING FORWARD TOGETHER PERSONAL QUALITIES and CORE VALUES Inspiring Others Focusing Team Effort Being Decisive Supporting a Developmental Culture Networking Building Shared Vision Resolving Complex Problems Facilitating Change Sensitively Acting with Integrity Being Honest & Consistent

  17. Print/online resource: Pyramid Six template Activity: Pyramid six Prioritise the six leadership behaviours you think would have the greatest impact in achieving the highest levels of team engagement and performance.

  18. Leading a high performing team Watch this short clip and note down any key messages about leading teams. In what ways were the contributors talking about engaging staff? National College for Teaching and Leadership clip

  19. Print/online resource: People Performance Management Toolkit Leading and managing performance: activity What would you identify as the characteristics of underperformance of individuals when working in a team context?

  20. Building high performing teams

  21. Building high performing teams Developing staff - induction

  22. Courageous conversations

  23. The ‘soft stuff’, is the ‘hard stuff’ • Emotional intelligence: • knowing your emotions • managing your own emotions • motivating yourself • recognising and understanding other people’s emotions • managing relationships i.e. managing the emotions of others Source: Daniel Goleman (1995), Emotional Intelligence, Bantam Books

  24. Handling the ‘hard stuff’: Match 6Common mistakes and makeovers Mistake #1: We fall into a combat mentality: When difficult conversations turn toxic, it's often because we've made a key mistake: we've fallen into a combat mentality. Source: Sarah Green, based on Failure to Communicate:How Conversations Go Wrong and What You Can Do to Right Them, Holly Weeks (2008) Harvard Business School Publishing

  25. Strategies for forward action Tools and techniques • Engaging one-to-one • Coaching conversations • Embracing team tactics • Change conversations

  26. Engaging others Coaching conversations Using the GROW Model Goals Agree topic for discussion Agree specific objective Set long term aim Reality Self assessment Offer specific feedback Check underlying assumptions Deal with self-doubt and ‘baggage’ Growth and development Wrap up Commit to action Identify possible obstacles Make actions specific and realistic Agree support required Options Cover full range of options Invite suggestions Offer suggestions carefully Ensure choices are made

  27. Embracing conflict and change Managing change conversations Using the CIA model Accept Change Influence Source: Beverly Alimo-Metcalfe, Real World Group, Using the CIA model for managing change in self and others

  28. Building morale and recognition

  29. “People appreciate being recognised. We run competitions between teams and have small prizes – a Chinese meal, vouchers or wine. We bring cakes into team meetings or other little bits to show people they are valued, but to be honest saying ‘thank you’ is one of the most powerful things you can do because it shows staff that you were there are you notice what they do every day.” Julia Clinton, Sonnet Care, Outstanding for well-led

  30. Commitment to action

  31. Print/online resource: Day 3 Commitment to Action Commitment to action

  32. Learning and development day 4

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