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Leading Effective Teams Dr Catherine Hannaway Senior Fellow, Durham University

Leading Effective Teams Dr Catherine Hannaway Senior Fellow, Durham University. Why Teams?. They bring together complementary skills and experiences that exceed those of any individual enables a better response to multifaceted challenges

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Leading Effective Teams Dr Catherine Hannaway Senior Fellow, Durham University

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  1. Leading Effective Teams Dr Catherine Hannaway Senior Fellow, Durham University

  2. Why Teams? • They bring together complementary skills and experiences that exceed those of any individual • enables a better response to multifaceted challenges • In jointly developing clear goals and approaches, teams establish communications that support real-time problem solving and initiative • as a result teams can adjust their approach to new information and challenges with greater speed, accuracy and effectiveness • They provide a unique social dimension that enhances the economic and administrative aspects of work • overcoming the barriers that stand in the way of collective performance • Teams have more fun! • fun both sustains and is sustained by team performance

  3. Why Teams? “There is a significant and negative relationship between the percentage of staff working in teams in acute hospitals and the mortality rate in those hospitals, taking account of local health care needs and hospital size. Where more employees work in teams the death rate among patients is significantly lower.” Borrill & West, Aston University, 1999

  4. Individual Team Task Prof John Adair Effective Leadership

  5. http://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asphttp://www.nhsleadership.org.uk/workstreams-clinical-theleadershipframework.asp

  6. Focusing on team basics Performance results Mutual Small number of people Individual Problem solving Technical/function Interpersonal Accountability Skills Specific goals Common approach Meaningful purpose Personal growth Commitment Collective work products Katzenbach and Smith (1993)

  7. The Team Performance Curve High-performing team Real team Performance impact Working group Potential team Katzenbach and Smith Team effectiveness Pseudo-team

  8. How Work Groups Form into Effective Units or Teams (Bruce Tuckman) 1 Forming 2 Storming 3 Norming 4 Performing Important that: • Group Members recognise they belong to the group • Have effective working relationships based on agreed goals • Understand one another and are prepared to share ideas and feelings

  9. A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. Dr. R. M. Belbin

  10. Belbin – Team Roles Categories Action-orientated roles shaper implementer completer/finisher People-orientated roles co-ordinator team worker resource investigator Cerebral roles plant monitor evaluator Belbin (1993) specialist

  11. Counselling Report It is generated from the top two team roles and bottom team role in the overall ranking. The report offers advice on adopting a management style which fits in with your team role strengths and weaknesses.

  12. Approaches to building team performance • Establish urgency and direction • Select members based on skills and skill potential, not personalities • Pay particular attention to first meetings and actions • Set some clear rules of behaviour • Set and seize upon a few immediate performance-oriented tasks and goals • Challenge the group regularly with fresh facts and information • Spend time together • Exploit the power of positive feedback, recognition and reward

  13. Some Thoughts on Leading Teams • Genuine concern for others • Ability to communicate and inspire • Decency • Humanity • Humility • Sensitivity • Respect for others Prof Beverley Alimo-Metcalfe summarises the 7 qualities as the leader being a servant not a hero

  14. Further Reading • Belbin, R Meredith (1998) Team Roles at Work. BH • Borrill, C.A., West, M. (2000c), Team-working and Effectiveness in Health Care, Aston Centre of Health Service Organisation Research (ACHSOR), University of Aston, Birmingham • Borrill, C.A., West, M. (2000a), How Good is Your Team? A Guide for Team Members, Aston Centre of Health Service Organisation Research (ACHSOR), University of Aston, Birmingham • Katzenbach J.R. and Smith D.K. The Wisdom of Teams – Creating the high performance organisation – Harvard Business School Press

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