1. No category

Building
Teams
Gill Bailey
Management
Trainer
Learning Outcomes
Understand the
• Power of a Team
• Team climate
• Team Roles
• Team Leadership
• Team Problem solving
Together
Everyone
Achieves
More
Why work in Teams
ORGANISATION
MEMBERS
•
•
•
•
•
•
•
•
•
•
Collaboration
Communication
Commitment
Realism of objectives
Establishing a pace
Accountability
Trust
Creativity
Strategic thinking
Broader perspective
Team Characteristics
• Functional teams – management role defined
• Formal program teams – established for a
goal and lifecycle
• Informal program teams – established for
problem solving
• Ongoing work teams – self-directed work
teams – popular format
Agreeing Team Objectives
•Goal
•SMART objectives
•Lifecycle
Celebrating
Team Success
•Identify areas
•Team discussion
•Agree benefits
•Celebrate
•Publicise
Setting the Team Climate
Shared
• Purpose
• Vision
Organisational
• Rules
• Performance
development system
• Communication
Building
• Morale
• Trust
Key Factors
 Organisation
commitment
 Communication
 Review success factors
 Reward & recognition
Dealing with conflict
Conflict of: ideas, aims,
attitude, behaviour
Occurs at Stages:
1. Initial anger or
frustration
2. The problem and
outcome required
3. Implementation of
plan
4. Reaching a result
Be aware of individual
reactions
• Meet individuals
• Explore feelings
• Explore alternative view
• Gain agreement to
progress plan
• At result stage refer to
benefits and provide
feedback
High Performing
Teams
Key factors:
•Co-ordination
•Communication
•Conflict Resolution
•Meeting Quality
•Participation
•Planning
•Objectives and Expectations
•Problem Solving
•Facilitation
•Representation of the Team
to the Organisation
•Feedback
•Follow-up
Recruiting into teams
Team member
• Roles
• Skills & Experience
• Availability
• Behaviours
• Values
• Commitment
Personality theories &
tests
Carl Jungs theories –
extrovert and introvert
Thinking, feeling,
sensation, intuition
MBTI Testing
Identifying Team Roles
Roles
e.g. Belbin Team Roles:
Co-ordinator
Shaper
Plant - creator
Monitor evaluator - analyst
Implementer
Resource Investigator
Team worker
Complete-finisher
Specialist
Not by functions
Matching individual
personalities, skills and
experience
Interdependence
Scale of Team Interdependence
Group 1
5
10 Team
e.g. Basketball
Hockey
Jazz Quartet
Questions:
Is this work group expected work as a team?
Purpose? Why is the team working together?
Where should this team be on the scale?
Stages of Team Development
4. Performing
-our ground rules, and processes are working
-we work together, cooperate, & support each other
-we are meeting our high standards of performance
3. Norming
-we talk openly about our problems and issues
-we set new “ground rules”, processes and procedures to
resolve them
2. Storming
-issues and irritations, problems surface, Infighting
-we argue even when we agree
-power issues “who’s in control” and “how is control
exercised”
1. Forming
-we are polite, we are cautious, we are trying to
get organized -we ask ourselves,
“How do I belong to this group”
Team Management Style
Role
• Facilitate
• Give direction and authority
• Find needed resources
• Resolve conflict
• Performance management
Leadership
• Communication
• Lead by example
• Motivate to achieve
• Lead discussions to resolve
• Develop solutions
• Gain consensus
• Ensure critical decisions are
taken
• Monitor & recognition
Developing Leadership Skills
Develop trust and respect by:
• Having integrity- honesty and morals
• Being fair – treating the team equally
• Being consistent – avoid ‘chopping & changing’
• Being dependable – avoid ‘false promises’
• Having respect for others – show interest in others,
empathy and understanding, confidence in the team
• Setting an example – set high standards and a good
example
Providing support
Planned support
• Skills Gap Analysis
Reactive support
• Direct request from
team member
• Response to problems
or team activities
Key Leadership Support
roles:
Co-ordinator – plan,
organise, monitor
Facilitator – support &
encourage to achieve
the task
Coach – guidance & help,
one to one
John Adair
Using Coaches and Mentors
• One to one support from a professional coach or
mentor
• Company in-house or external professional
Mentoring – ‘where one individual acts as a positive role
model and adviser to another, drawing on personal
experience and facilitating improved performance,
learning or development’ Supporting People Theme - Mentoring Guide 2004/2005
Coaching - is ‘about self-awareness and personal
confidence, about building leadership ability, and not just
job knowledge. Not simply challenging people but
encouraging people to challenge themselves’ ilm coaching survey,
June 2011
Communication
Methods
• Probing
• Listening
• Open questions
• Survey members
• Feedback
• Recognition
Formal
• Meetings – frequency.
timing
• Debate
• Reach Agreement
• Written – newsletter,
email, letter
• Visual – noticeboards
• Verbal – phone, open
door
Most people spend more time and energy going
around problems than in trying to solve them.
Henry Ford
Creative power
of teams
Exploring
• Round robin
• Brainstorming
Gaining consensus
• Listing by member
vote
• Position by Positive
against base
Win-win solutions
10
Win-Lose
10/0
Win-Win
10/10
Aim
Your
Needs
Compromise
5/5
Lose-Win
0/10
0
My Needs
10
Summary
• Power of a Team – characteristics, objectives
• Team climate – factors, conflict, performance
• Team Roles – attitude v experience,
individuals, roles, interdependence
• Team Leadership – team development, style,
support, coaching & mentoring,
communication
• Team Problem solving – creativity, win-win
"He
Your Action Plan
What will you
take forward
into your
workplace?
•Be SMART
•Monitor
•Review &
recognition
who
wished to
secure the
good of
others, has
already
secured his
own." Confucius
References
Social Work Task Force, Building
a safe, confident future, p 57.
The Social Work Task Force (SWTF)
recommended that
organisations conduct a ‘health
check’, looking at 5 key areas:
1 Effective workload management
2 Proactive workflow
management
3 Having the right tools to do the
job
4 A healthy workplace
5 Effective service delivery
Skills for Care
http://www.skillsforcare.org.u
k/developing_skills/leaders
hip_and_management/LM_
introduction.aspx
Business
http://www.businessballs.com
/personalitystylesmodels.ht
m
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