Foundations of Team Leadership Designing & Structuring Teams for Success Goals

TEAM SYNERGY FORMULA Managing Tasks & People Simultaneously * Tasks Results Managing Goals Tasks & People Simultaneously * Transforming the Way We Work and Learn Together HRSLO Foundation of Team Leadership

Designing Teams for Success Open FTL Foundations of Team Leadership Goals Designing Teams for Success Structuring the TEAM and the Way It Works Together Results Tasks People Goals

Superior Performance of Teams Given certain conditions (e.g. changing environments, complexity of the work, need for creative custom design) and… …enabled in a given manner (clear goals, structure, leadership)… …research shows that teams developed the best solutions (especially diverse and synergistic teams) Source: Hackman Leading Teams

Teams versus Groups Teams are not always a better option to groups. Effective teams require continuous practice & hard work. But teaming behavior & skills are useful in both teams & groups When to Use Teams: Whenever a specific performance objective requires collective work and the integration of multiple skills, perspective or experiences to reach a shared goal. When to Use Groups: Whenever a performance goal can be met through the sum of individual responsibilities and contributions with a minimum of group coordination Source: Katzenbach and Smith The Wisdom of Teams

How Do Teams Succeed? Effective Teams Open FTL Foundations of Team Leadership How Do Teams Succeed? Results Tasks People Goals Results Tasks People Goals Effective Teams Are Guided by Clear Goals & Purpose Organize Themselves to Work Effectively (People Process & Tasks Process & Team Structures) Focus On & Produce Desired Results (Monitor & Adjust)

Team Success: Achievement Evaluation Three Key Criteria to Evaluate Achievement Output Meets Client Expectations Team Increases in Capability Members Learn & Are More Satisfied than Not Source: Hackman Leading Teams

Team Basics: A Working Definition “A team is a small number of people with complementary skills who are committed to: Common purpose Common performance goals Common approach Mutual accountability” Source: Katzenbach and Smith The Wisdom of Teams

Team Structure for Success: Belonging Small Numbers- Stability-Inclusiveness Large numbers of people by virtue of their size have trouble interacting constructively as a group and agreeing on specifics-or even finding space… Boundaries must be clear so as to delimit inclusion-Who is part of the team vs. a visitor Stability of membership is important for at least the core team- New members must be ON Boarded so as to integrate the norms and common approach of the team Source: Hackman Leading Teams

Team Structure for Success: Alignment Shared Goals, Common Purpose/ Vision Goals define team’s work- its product and wins Goals facilitate clear communication, help resolve conflict within the team, and align team behaviors Goals help keep team focus on results Goals can motivate and enhance performance Results Tasks People Goals

Team Structure for Success: Accountability Mutual Accountability and Trust Unlike groups, teams require both individual and mutual accountability. Mutual accountability underpins two critical aspects of teamwork: commitment and trust By aligning behind common goals, and holding themselves accountable, team members’ behaviors and actions become more predictable and understandable to each other Given agreed to common goals, team members will express views about aspects of the team’s effort relative to the goals, and in turn, will expect to have their views receive a fair and constructive hearing Over time, consistent performance and doing what one says one will do, will bring team members to develop and extend trust in each other Source: Katzenbach and Smith The Wisdom of Teams

Team Structure for Success:Safe Norms Shared Approach and Mutual Support Shared Approach If the team has been engaged in the structuring of the charter it should include a ‘shared approach’. A ‘shared approach’ would include ‘Behavior Norms & Operating Principles’ relating to how the team does the work assigned to it Team Leader Modeling It is critical that the Team Leader ‘walks the talk’ and models the behaviors enshrined in the Norms – and works in a manner respecting the Operating Principles Support For team members to generally feel more satisfied about being on the team than not, it is important that individuals feel supported in safe learning and that they experience some growth as an outcome of being on the team Adapted from Hackman Leading Teams

Team Structure for Success: Leadership Effective Team Leadership Providing a Clear Direction – Purpose & Goals Setting Up an enabling structure of ‘Empowerment’ (Collegiality- Respect- Giving credit where credit is due…) Creating a supportive ‘Teaming’ context- (Including a Shared Approach) Providing coaching as needed Adapted from Hackman Leading Teams

Team Structure for Success: Team Synergy Involves: Managing Tasks and People effectively and efficiently in tandem Following a formula of People and Tasks components so as to provided Optimal RESULTS Goals When whole is greater than the sum of the parts When the team performs better than would have individuals Adapted from Hackman Leading Teams

TEAM SYNERGY People Tasks Results * Goals Transforming the Way We Work and Learn Together HRSLO Foundation of Team Leadership

TEAM SYNERGY FORMULA Managing Tasks & People Simultaneously * Tasks Results Managing Goals Tasks & People Simultaneously * Transforming the Way We Work and Learn Together HRSLO Foundation of Team Leadership

Team Structure for Success Other Components of Teamwork Common Goals Leadership Interaction and Involvement of all members Maintenance of individual self-esteem Open Communication Power within the Group to Make Decisions Attention to both Process and Task Mutual Trust Respect for Difference Constructive Conflict Resolution Results Tasks People Goals Rees How to Lead Work Teams

Designing Teams for Success Open FTL Goals Designing Teams for Success Structuring the WORK for RESULTS Results Tasks People Goals

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work Vision Purpose Client Results Objectives TASKS Action Plan Time Line Member’s Work Goals Work Organization Project & People Tasks Results

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work Multi-Sector Work Team must produce results that require everyone’s contribution in order to be successful Requires that team member keep others informed about their particular area of responsibilities (sector) Requires that team embers understand the overall big picture of the project (usually in service to the client) and work to align their area of responsibility to it A project coordinating function must be undertaken on an ongoing basis to ensure that all sectors are on track and aligned to produced the desired results. A people coordinating function also has to be undertaken in order to ensure that team is able to maintain cohesion while working towards goal achievement. Vision Purpose Client Work Organization Project & TASKS Time Line

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work Work Organization Project & Objectives TASKS Action Plan Time Line Member’s Work People Tasks Results Vision Purpose Client Goals Work Context The work context involves the nature of the work the team must undertake and how it organizes itself to do so. The team organizes its members to work together productively The team defines the tasks and processes needed to accomplish the work Ongoing monitoring is established to ensure that Goals are focused on and desired results being achieved Team stays cohesive and well

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work Alignment A team purpose – The main reason for the team working together Common Vision -Shared Understanding To harness the energy and contributions of its members, a shared understanding & commitment to the team’s goals and achievement of results is critical. In some teams, this takes the form of a team vision in service of the client. Alignment to the vision /goals is key in having members that see how their contributions fit into the whole, and feel motivated to undertake the work and effort needed to achieving desired results Shared Ownership This is most powerful when team members are collectively accountable for the success of the team. Vision Purpose Client Work Organization Project & TASKS Time Line

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work Task Processes Depending on the work context and the purpose, various task tools can be chosen by the team a different intervals in the engagement: Various Critical Thinking techniques are available for tackling work challenges E.G. Problem Solving – Identifying problems Understanding root causes Mapping out possible interventions Selecting the most appropriate initiative Implementing chosen decision Work Organization Project & Objectives TASKS Action Plan Time Line Member’s Work People Tasks Results Vision Purpose Client Goals

Team’s Organization of Multi Sector Work Open FTL Open FTL Team’s Organization of Multi Sector Work People/Team Processes A team must organize itself for its work. Meetings – Meetings are how the team meets to manage the progress of its work and the effectiveness of its organization of itself to do the work Communication –Ideally, team chooses specific approaches supporting communication & collaboration Decision Making Processes – Team needs to be clear about which decisions are to be made by whom (leader or group) and by using which processes. Conflict resolution – Team needs to learn to resolve conflicts in ways that allow the team to maintain cohesion and continue working towards its purpose/ goals and desired results. Vision Purpose Client Work Organization Project & TASKS Time Line

They ARE the Essence of the team’s WORK Source:D Gould:Article2000 Meetings are NOT interruptions They ARE the Essence of the team’s WORK Source:D Gould:Article2000 Enable Meetings Enable Meetings

Project Meetings & Roadmap Vision Purpose Goals Objectives Tasks Time Lines Follow- Up Reflection Adjustment Meetings Roadmap Results Transforming the Way We Work and Learn Together HRSLO Foundation of Team Leadership

Reflective/Action Learning in Work Context Vision VISION Plan Act Reflect Adjust Results GOALS OUTPUTS PLUS DELTA Source:D Gould:Article2000 Meetings RESULTS Transforming the Way We Work and Learn Together HRSLO Foundation of Team Leadership