How to manage effective teams

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1.05 Characteristics of Effective Teams
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Presentation transcript:

How to manage effective teams January 2018

Purpose and objectives To understand the difference between a group and a team To understand the various roles within a team noting their strengths and weaknesses To align this theory with reality Identify the characteristics of a team Consider the stages of team development Review the essentials for managing an effective team.

Groups v Teams

Anthony Jay “All of us know in our hearts that the ideal individual for a given job cannot be found…but if no individual can combine all the necessary qualities of a good manager, a team of individuals certainly can – and often does. Moreover the whole team is unlikely to step under a bus simultaneously. This is why it is not the individual but the team that is the instrument of sustained and enduring success in management.”

Understanding Team Roles Dr Meredith Belbin Research shows that successful teams is not dependent on factors such as intellect but more on behaviour Successful teams are made up of a diverse mix of behaviours A team role ids defined as “ A tendency to behave, contribute and interrelate with others in a particular way”. Each role has its strength and weaknesses and is of equal importance Not all are required at the same time Not every team requires 9 people – most members will have 2/3 team roles they are comfortable with The key is BALANCE IT IS ABOUT CELEBRATING AND MAKING THE MOST OF INDIVIDUAL DIFFERENCES/SKILLS

Workshop Activity Please refer to handout Instructions

Characteristics of an effective team The underlying feature is the spirit of co-operation Harmonious and supportive relationships This is evidenced by: A belief in shared aims and objectives A sense of commitment to the group Acceptance of group values and norms Feeling of mutual trust and dependency Free flow of information and communication Resolution of conflicts by members themselves

4 main stages of team development FORMING – Initial formation – identify the purpose, its composition and terms of reference. Individual roles and responsibilities. Codes of conduct. Likely to be anxieties as members attempt to create an impression, test each other and establish personal identity. STORMING – Views more openly and forcefully. Disagreements and challenges offered. Conflict and hostility. Important stage as it will result in reforming arrangements. NORMING - Establishment and guidelines for norms of acceptable behaviour. Important for members to establish need to co-operate and fulfil purpose of group. PERFORMING – Structure and cohesiveness established to work as team – most effective.

How to be an effective manager PLANNING – what is the plan? (What is to be accomplished? Shared common task. Time for communication and interaction as a team? Support opportunities? What resources are available? What degree of freedom does the team have? Measurable outcomes? Scope of subject with boundaries clearly defined?) This helps clarify the roles and responsibilities, divide the work and creates a time schedule for end objectives to be met Decide on a MANAGEMENT plan for the team – classic hierarchy (top-down), democratic hierarchy (final authority resides at top but everyone takes part) or collaborative management – whole group takes part in major decisions Develop SYSTEMS for communication, reporting and using resources

How to be an effective manager COMMUNICATE - actively listen, be clear about expectations, be facilitative, be transparent. Be flexible in your leadership style INSPIRE, LEAD AND MOTIVATE – sell it! KNOW YOUR TEAM – and yourself. Provide necessary support and guidance BE SOLUTION-FOCUSED LEARN TO COMPLIMENT - provide high impact performance feedback ACKNOWLEDGE ACHIEVEMENT AND EFFORT BE AVAILABLE

Building teams in times of change Multi-functional and multi-disciplinary teams Flexible models of deployment across schools / settings Career growth and development Economies of scales Multi – MAT approach MAT Governance / Trust Boards operating across multiple school settings Building school improvement capacity.

Who is Babcock LDP Babcock LDP is a Joint Venture between Devon County Council and Babcock Education Babcock Education provides contracted services to schools in Worcestershire, Surrey and Devon Babcock Education SW operates to provide high quality and high value education support services in individual schools, MATs, SATs, Federation and Diocese across the SW region, spanning BANES through to Cornwall Delivered through our partnerships Excellence for All Programme – our strategy for building self sustainable and self improving schools which are standing-out.

Gillian Douglas Gillian.Douglas@babcockinternational.com January 2018 How to manage effective teams Gillian Douglas Strategic Lead (Special Education), Babcock LDP Profile Gillian.Douglas@babcockinternational.com 07753 236502