Date post: | 21-Oct-2014 |
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Career |
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Developing Champion Teams
Building a Champion Team
Why are teams important?Strategies to motivate and develop a teamStrategies to deal with problems within a
team
Leadership: Those with leadership roles in the firmPersonal leadership within circle of influence.
The Ideal Work Team
Purposefully working togetherShared goalsAcceptance of differences and contributionsPeaceful resolution of differencesSupportedSharingCo-operationNon-threatening and not constrained by fear.
Essential Components of a Champion Team
Vision, mission, goals, normsPrioritiesResponsibilitiesBudget and resourcesRecognitionQuality as normRegularly revisit all of the above.
What Makes a Team Successful?
Organisation thatEncourages collaborationValues service, discussion, learningManagers thatShare these valuesSupport these values practicallyTeam thatHas clear goals, norms, understandings.
Problems with Professional Teams
Independent and autonomous by nature – Often prefer to work alone and be responsible for own efforts.
Find team work difficult, annoying, a “waste of time”.
Want to “get on with the job”
Advantages of Fostering Champion Teams
Synergy of collective wisdom and energyCatalyst for interaction and supportStrengthen the organisationGeneration of ideas and innovationMarketing – strong and talented team
Building the Team: Challenges
“Coming together is a beginning. Keeping together is progress.” Working together is success.” ~Henry Ford
Leadership and commitmentInformation and communicationTrainingInfrastructureRecognition and rewardsResourcesMeasurement
Building the Team: The Role of a Leader
Recognise the strengths and weaknesses within the team and work to their strengths.
Talk the talk and walk the talkBe prepared to improve personal leadership
skillsRecognise and reward quality performance.
Building the Team: Be an Observer of People
Is everyone singing off the same song sheet?
What’s happening with group decision making?
What’s happening with task functions?What’s happening with morale and
relationships? Who needs training? – Awareness, skills,
communication, personal leadership skills.
Motivating Your Team
Dissatisfaction usually stems from the working environment.
Satisfaction usually stems from the work itself.
Motivate and Develop Through Delegation
Team building Sharing responsibility Sharing opportunities for
achievement and development.
DelegationFoster responsibility and
confidence.“Hold the ladder”
Motivate and Develop Through Feedback - Motivational Feedback
Immediately after performance of taskGain confidence and feel successfulCan also be earshot praise, third party
recognition or formal rewardMust beProperly timed. No advice at the same time!Focused on specific task performanceAppropriate to the situation.
Motivate and Develop Through Feedback- Developmental Feedback
Developmental feedbackJust before next performance of taskSupport, not criticism, to help them increase
competenceClear description of action, with non-blaming
language, followed by suggested action.Unambiguous languageCheck they have understood.
Motivate and Develop through Performance Reviews
Forward looking – Set goals for future work and career development
Identify areas of improvement Set challenging but achievable goals in
aspects of work especially team issuesIdentify learning goals to support career
goalsUse coaching style.
Personal Management Strategies
Listen well but don’t take on their problemsDevelop a norm – If you bring a problem
bring a solution too. Accept a written report of a problem, but
verbal discussion is far more effective.Expect and model excellent communication
skills.Don’t take on unreasonable tasks or
responsibilities, or expect others to do so.
Dealing With Conflict
Ongoing conflictIgnore it and it will go awaySolve it and present solution
Winner and loserSeek consensus
Frank discussion No winner or loser Work together on another
problem
Preventing Conflict
Check balance of roles in the team.Watch for people in the wrong role.Involve team in decisions that affect them.Ensure expectations and goals are
understood by everyone.Avoid creating win/lose situations that cause
resentment.
Team Discussion
Clear objectives?Chance to contribute to setting objectives?Support in tough times?Open expression of true beliefs and opinions?Learning not blaming?Effective meetings with full participation?Sufficient time to plan for the future? Genuine desire for consensus?
Collective Decision Making
Discussion then vote = winners and losersMeeting of minds = consensus
“I might not agree with all the details but I agree with the broad thrust of the decision.”
Takes longerIssue is explored fully therefore usually a
better decisionEach team member is more committed to
implement the actions required.
Beware “Group Thinking”
Wanting to achieve consensus overcomes the desire to analyze, consider, think broadly etc.
Consequences Objectives aren’t fully considered Superficial assessment of options Risks are not examined thoroughly Previously rejected options are not re-examined Adequate high quality information isn’t sought Contingency plans aren’t prepared Selective bias in evaluating data is evident.
Leadership in Team Discussions
Leadership most evident in group interactions.
Allow time for constructive discussionEncourage deep analysisStrive for collective ownership of
ideas/goalsSeparate ideas from personalities, facts
from beliefsIdentify options; weigh pros and consSteer team towards group conclusion.
Leadership in Team Ideas Generation
BrainstormingIdeas generation – You can’t be creative
and critical at the same time.Reflect on responsesEvaluate the process Decide on 2 or 3 ideas that can be
implementedNorm: “Don’t commit if you can’t do it, but
if you do commit you must do it.”
Establish Ongoing Team Norms
The Team is still a team even when apartSharing best practice – Lifelong learnersAutonomous in own work but still a team
playerKeep colleagues informedLeadership not intrusive but will remind them
about agreed norms.
Challenges for Leaders
Give authority and freedom but within agreed objectives and norms
Get the best out of the team but enable each individual team member to excel
UnderperformersGreat professionals who are poor team
playersInterpersonal disagreements between
colleaguesCrises
Dealing with Underperformers
Change must come from withinMeeting to discuss the behaviour and issuesSeek agreement to make changesSet goals and action steps with time framesPeriodic discussion to review progress.
Remember: What you overlook you accept!
Dealing with Reluctant Team Players
Developmental feedback or motivational feedback if you get an opportunity.
Describe the behaviour that causes concernExplain benefits for changing behaviourAsk person to suggest solutionsHave followup discussions
Remember: The organisation’s core values and goals should come before the individual.
Dealing with Interpersonal Disagreements
Bring them together and act as mediatorDescribe behavioursConcentrate not on issue but on what is
preventing normal interactionListen to each perspectiveIndicate points of disagreementAgree on simple actions and dates for reviewSupport with professional development.
Dealing with a Team Crisis
Ascertain facts and separate fact from rumour
Get the communications rightBe honest and openGive some positive slant if possible to
improve moraleBe decisive.
Qualities of Healthy Work Teams
Balance of reason and emotionUnderstanding others perspectivesCommunication leading to understanding
and trustTrust built through reliabilityMotivation not coercionColleagues know they are valued and
acceptedSeparate people from problemsBe constructive in all interactions.