BSBWOR502B ENSURE TEAM EFFECTIVENESS PRESENTATION 4

PRESENTATION OBJECTIVES

When you have completed this presentation you will understand the

importance of:

• Providing Feedback

• Team Cohesion

• Team Member Participation

PROVIDING FEEDBACK

Sometimes, managers may find it difficult to provide feedback to

assist team members in their development.

Effective feedback from managers helps teams to:

• Enhance what they are doing well

• Identify problem areas so they can adjust behaviours

• Develop new skills and behaviours to improve their own

performance and ultimately that of the team

PROVIDING FEEDBACKFeedback as a Basic Need

• Humans need to feel a sense of belonging and acceptance whether it is from

small personal groups such as family, or large social groups such as clubs or

the workplace

• A work team can provide a strong sense of belonging if feedback given is

positive, encouraging and welcoming

• The messages (both secretly and openly) need to reinforce an acceptance of

the person for who they are and what they can contribute to the team

• Another human need is esteem, we all need to be respected, to have self-

esteem, self-respect and the respect others

• This need is typically considered when feedback is being discussed

• If our esteem is high, we are likely to contribute productively to our team and

to provide positive feedback to other team members, which raises their self-

esteem and leads to productive and positive team

GIVING PRAISE - WHAT TO ENCOURAGE?Think small•Recognise significant and highly visible contributions AND small achievements

•Build a culture of praise and positive reinforcement

Be relentless•Saying “thanks” once or twice a year is ok, but doesn't have a big impact on group’s culture

•Make recognition a habit •Positive feedback should be earned•Offer it often - people still remember the previous time

Be specific•The more detail the more meaningful, consider the difference: “Great job – well done.” OR

•“Great job getting that report in on time. I appreciate you staying back to get it finished, it makes the whole team look good ...”

Be impartial•Don't praise just the most vocal employees favourites

• Recognise people strictly for their work performance

Make it personal•Any praise means more if it is personal and unique to that person

Be prompt•Make the most of positive feedback, offer it as close to the accomplishment as possible.

•Make it seem spontaneous. Delayed recognition is not as powerful as immediate feedback

Vary your feedback•Keep it fresh. •Create a bank of ideas and then use them all. Recognition that becomes predictable loses its motivational power.

Not all accomplishments are equal:•Some achievements are more important than others

•A person who wins a large tender might be praised company-wide, the person who fixed the printer is praised with a word of thanks

CONSTRUCTIVE FEEDBACK

• Often more difficult to give than praise as managers fear the

reaction of the other person/s

• They do not want to offend, anger or upset their team member so

either avoid giving any feedback at all or only focus on the

positives and hope that the person will improve

• Constructive feedback should be well received if discussed in a

calm, rational manner free from accusations or value judgments

and framed in the spirit of improvement

PROVIDING FEEDBACKUse the following steps to provide constructive feedback:

• Plan your feedback – why are you giving the feedback? When and

where will you deliver it?

• Be aware of your body language, tone and the words you use – be

direct, open and honest. Do not use a confrontational tone

• Consider the receiver of the feedback’s frame of reference – what

are their values, attitudes and experiences?

• Be specific – describe the specific situation with facts, events and

behaviours that you observed

• Your thoughts – What are you thoughts, opinions or conclusions as a

result of the action?

• Your feelings – how do you feel about this situation?

• The outcome – what is the result or outcome you want from this?

PROVIDING FEEDBACK

Feedback Sandwich

• A technique where you begin by giving some praise to the person,

follow it with feedback regarding what needs to be improved and

conclude with a positive statement

• Designed to keep the esteem of the person receiving the feedback

high whilst also encouraging them to improve

PROVIDING FEEDBACK

Individual and Team Praise

Sometimes it is appropriate to give feedback to the team as a whole.

Sometimes a single member should receive individual feedback.

Finding balance between collective and individual feedback -a guide:

• Praise the team when the majority of members have had an

influence or input and when you want to build team spirit

• Praise an individual for their particular outstanding performance

Offer constructive feedback:

• To the team when the majority of members need to improve

performance

• To the team when the issue is at the heart of the team’s work

• To an individual when it is a behaviour or action that only they are

displaying/doing

PROVIDING FEEDBACKPraise and constructive feedback should be performance-based, comments should be

made in relation to team performance against set goals. Performance linked

communication and feedback is a systematic method of telling team members how they

are performing.

Nine quality standards for effective performance feedback:

Team leaders must be the communicators of performance information

Feedback must be relevant to the team

Communicate the performance of teams, not individuals

Feedback must be given as frequently as is necessary to correct variance

Feedback must be given soon after the event

Feedback must be focused on team targets

Compare current to past performance as well as to an accepted standard

Include visible performance feedback in the local work area

Visible performance feedback must be easily understood

PROVIDING FEEDBACK

When deciding performance feedback for your team….

• Ask What and How?

Team members are more likely to relate to information if it concerns:

• Them

• Their immediate team

• Tasks they have been engaged in

Feedback of performance that is too distant has a lowered impact

and therefore is less likely to result in heightened team performance

TEAM COHESION

Self-Managing Teams

• Self-directed work teams represent an approach to organisational

design that goes beyond traditional teams

• These teams are natural work groups that work together to

perform a function or produce a product or service

• They not only do the work but also take on the management of

that work – functions formerly performed by supervisors and

managers

• In self-managed teams work becomes restructured around whole

processes

• There must be interdependence and joint responsibility for outputs

TEAM COHESION

The major challenges organisation's face in changing from traditional

teams to self-managing teams includes:

• Management learning to guide rather than direct

• Providing training and support for team dynamics

• Providing appropriate training to team members in how to take

on the planning, decision making and management functions

• Fostering a sufficiently high performing team

Comprehensive training is critical to developing effective self-directed

work teams

• Employees must learn to work effectively in teams and develop

skills in problem solving and decision making, as well as learn

basic management skills so they can manage their own processes

TEAM COHESION• Frontline and middle management can either enable or stifle employee

involvement, empowerment and self-directed work teams

• To prevent this from happening they need planning, training, facilitating

and team-building skills

• Supervisors should also learn to provide ongoing coaching support, linking

the team’s role with the rest of the organisation

• Upper management has a vital role in the implementation of self-directed

work teams and need to strongly champion and sponsor the teams and

process

• This commitment must be constantly visible and ongoing, and should be

reinforced with sufficient resources

• Team successes must also be acknowledged and rewarded appropriately,

whilst efforts that fall short of expectations should be reviewed in a

supportive light

TEAM MEMBER PARTICIPATION

Organisational managers need to

• Focus on developing new ways of working with people to

increase the participation of their team members

• To create structural flexibility enabling employees to be more

productive

• Be able to:

• Solve problems

• Respond effectively to change

• Pre-empt change

TEAM MEMBER PARTICIPATION

The flexible, team oriented workplace is more able to cope with

problems, such as:

• Fluctuations in product, service or supply

• Demographic change

• Technological innovation

• The need for new products, services or processes to compete

in the marketplace

• The need to develop and manage change strategies so that

problem solving and improvement activities cause minimum

disruption in the workplace

TEAM MEMBER PARTICIPATION

People have different levels of desire and willingness to be

participative. To encourage those employees who tend to hold back,

you can do a number of things:

• Remove real or perceived penalties for participating

• Deal with participation blocking behaviours independently,

discreetly and fairly

• Foster a sense of ownership of the work by allowing people to

decide how they will do it

PRESENTATION SUMMARY

Now that you have completed this presentation you will know about:

• Providing Feedback

• Team Cohesion

• Team Member Participation