Leadership and Team building   Dr. Kithsiri Edirisinghe MBBS , MSc, MD (Medical Administration) Master trainer (Australia) TAFE (Australia) Cert. IVLP (USA)

1. Leadership

Leadership

What is leadership? Leading people Influencing people Commanding people Guiding people

Types of Leaders Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things

Managers vs. Leaders Managers Focus on things Do things right Plan Organize Direct Control Follows the rules Leaders Focus on people Do the right things Inspire Influence Motivate Build Shape entities

Common Activities Planning Organizing Directing Controlling

Planning Manager Planning Budgeting Sets targets Establishes detailed steps Allocates resources Leader Devises strategy Sets direction Creates vision

Organizing Manager Creates structure Leader Job descriptions Staffing Hierarchy Delegates Training Leader Gets people on board for strategy Communication Networks

Directing Work Leader Manager Empowers people Solves problems Cheerleader Manager Solves problems Negotiates Brings to consensus

Controlling Manager Implements control systems Leader Motivate Performance measures Identifies variances Fixes variances Leader Motivate Inspire Gives sense of accomplishment

Leadership Traits Intelligence Physical Personality More intelligent than non-leaders Scholarship Knowledge Being able to get things done Physical Doesn’t see to be correlated Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability

Leadership Styles Delegating Participating Selling Telling Low relationship/ low task Responsibility Willing employees Participating High relationship/ low task Facilitate decisions Able but unwilling Selling High task/high relationship Explain decisions Willing but unable Telling High Task/Low relationship Provide instruction Closely supervise

New Leaders Take Note Challenges General Advice Need knowledge quickly Establish new relationships Expectations Personal equilibrium General Advice Take advantage of the transition period Get advice and counsel Show empathy to predecessor Learn leadership

New Leader Traps Not learning quickly Isolation Know-it-all Keeping existing team Taking on too much Captured by wrong people Successor syndrome

Seven Basic Principles Have two to three years to make measurable financial and cultural progress Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities Balance intense focus on priorities with flexibility on implementation….

Seven Basic Principles, con’t Decide about new organization architecture Build personal credibility and momentum Earn right to transform entity Remember there is no “one” way to manage a transition

Core Tasks Create Momentum Master technologies of learning, visioning, and coalition building Manage oneself

Create Momentum Learn and know about company Securing early wins First set short term goals When achieved make a big deal Should fit long term strategy Foundation for change Vision of how the organization will look Build political base to support change Modify culture to fit vision

Create Momentum Build credibility Demanding but can be satisfied Accessible but not too familiar Focused but flexible Active Can make tough calls but humane

Master Technologies Learn from internal and external sources Visioning - develop strategy Push vs. pull tools What values does the strategy embrace? What behaviors are needed? Communicate the vision Simple text - Best channels Clear meaning - Do it yourself!

Enabling Technologies, con’t Coalition building Don’t ignore politics Technical change not enough Political management isn’t same as being political Prevent blocking coalitions Build political capital

Manage Oneself Be self-aware Define your leadership style Get advice and counsel Advice is from expert to leader Counsel is insight Types of help Technical Political Personal Advisor traits Competent Trustworthy Enhance your status

How Far Can You Go?

Collaboration Through Team Building Specialist A Module of Purdue University’s LeadingEdge Program

Collaboration Through Team Building Session Objectives: Identify and understand teams and how they function. Demonstrate the skills necessary for the development of an effective team.

Collaboration Through Team Building Survival Run Video Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.

The Most Effective Teams: Collaboration Through Team Building The Most Effective Teams: Share information openly Participate in the team’s task Encourage each other Use all of the team’s resources

Collaboration Through Team Building Activity: Complete the Self-Awareness Assessment. Write down 05 good things 05 bad things you experienced in a team

Collaboration Through Team Building When groups are formed into teams: Roles and interactions are not established. Some members may observe as they attempt to determine what’s expected of them. Others engage the team process immediately. As members learn their roles they find ways to work together and learn about team issues. These processes occur in 4 stages.

Collaboration Through Team Building Stage One - Forming Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members. This is also the period in which members form opinions of their teammates. During this stage, productivity is low.

Collaboration Through Team Building Forming – Enhance Team Development by: Share responsibility Encourage open dialogue Provide structure Direct team issues Develop a climate of trust and respect.

Collaboration Through Team Building Stage two - Storming Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making. This is the most critical stage for the team.

Collaboration Through Team Building Storming - Enhance Team Development by: Joint problem solving. Norms for different points of view. Decision-making procedures. Encourage two-way communication. Support collaborative team efforts.

Collaboration Through Team Building Stage three -Norming Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences. Functional relationships are developed resulting in the evolution of trust among members.

Collaboration Through Team Building Norming - Enhance Team Development by: Communicate frequently and openly about concerns. Encourage members to manage the team process. Give positive and constructive feedback. Support consensus decision-making efforts. Delegate to team members as much as possible.

Collaboration Through Team Building Stage four -Performing The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves. Communication is open and supportive. Members interact with without fear of rejection. Leadership is participative and shared. Different viewpoints and information is shared openly. Conflict is now viewed as a catalyst that generates creativity in the problem-solving process.

Collaboration Through Team Building Performing - Enhance Team Development by: Offer feedback when requested. Support new ideas and ways for achieving outcomes. Encourage ongoing self-assessment. Develop team members to their fullest potential. Look for ways to increase the team’s capacity.

Collaboration Through Team Building REMEMBER!!! Any change in the composition of the team or its leadership will return the team to the forming stage.

Collaboration Through Team Building The most effective teams arrive at decisions through consensus by following a rational process that includes: Identifying the issue. Setting a specific objective. Gathering and analyzing the facts. Developing alternatives. Evaluating the alternatives. Deciding and acting.

Collaboration Through Team Building In addition to the problem solving process, teams must also engage in interpersonal interaction. Decisions are made and objectives are achieved not only by effectively following the problem solving process, but also to the extent that team members share information in an open, candid, honest, and trustful manner.  

Collaboration Through Team Building Activity: “Hurricane Disaster” - problem solving and team building exercise.

Collaboration Through Team Building Problem Solving Process Identifying the issue. Setting a specific objective. Gathering and analyzing the facts. Developing alternatives. Evaluating the alternatives. Deciding and acting.

Collaboration Through Team Building “Hurricane Disaster” Activity - Five essential strategies: 1. Issue an evacuation order and ensure it is communicated throughout the entire community using all available resources. 2. Order that all designated emergency shelters be opened and manned. 3. Instruct all public safety units to aid in an orderly evacuation and in assisting those who cannot be evacuated to be transported to the designated emergency shelters.

Collaboration Through Team Building “Hurricane Disaster Activity” - Five essential strategies: 4. Arrange for controlled access to evacuated areas and prepare to prevent looting. 5. Plan for the return of the evacuees after the hurricane danger is over: including shelter and relocation, damage assessment, and recovery operations.

Collaboration Through Team Building In Review: Differences between groups and teams. 4 Stages of team development and ways to enhance team development. Team problem solving process. Experienced the team building and problem solving processes.

There are Many Types of Teams Examples of Teams: Athletic Team – people working together to win a game Natural Work Group – people working together every day in same office with similar processes and equipment Business Team – cross-functional team overseeing a specific product line or customer segment Improvement Team – ad hoc team with responsibility for improving an existing process Healthcare Team – several healthcare professionals working closely together for the benefit of a patient or group of patients

Quality and Acceptance When to use a team? Quality and Acceptance Low Quality/ Low acceptance Flip a coin High Quality/ Low acceptance Ask an Expert Low Quality/ High Acceptance Group decision High Quality/ High acceptance Team Consensus

Understanding group behavior Group Content - what is being said, the words, the discussion Group Process - how the group works, methods, ways of making decisions, how people participate

Aspects of Group Process: Communication Who talks to whom? Who interrupts and how is it handled? How are quiet members treated? High and low participators? Shifts in participation levels? Do people look at each other when they talk? How are new members treated?

Aspects of Group Process: Decision -making What process does the group use to make decisions? Is the process agreed upon by everyone? Does the process change as group proceeds? Does anyone make a decision and carry it out without agreement from the others? Is there evidence of a majority pushing a decision Are minority opinions heard?

Aspects of Group Process: Problem-solving Does the group take time to understand the problem? Is the problem well articulated? Is there time for brainstorming creative solutions? Can the group move to from problem identification, identifying possible solutions, to selecting solutions and implementation?

Group Problem Solving IDENTIFY PROBLEM Involve people Generate ideas Presentation Listen for common Themes Organize ideas Evaluate alternatives Manage conflict Details/Finish Motivate Monitor progress Find resources Get information Assign responsibilities Develop plan

Recognizing Dysfunctional Behavior Blocking Aggression Dominating Withdrawing Out of field behavior

Team Roles: Task Initiating Seeking and Giving Information Clarifying Summarizing Consensus Taking Accountability

Team Roles: Relationships Communication Gatekeeping Encouraging Resolving Conflict Acknowledging Feelings Setting Standards/Norms Openness

Attitudes for Effective Teamwork Appreciation for value of team decisions Respect for team members Mutual trust Openness to feedback Reflection on group process and interest in improving Shared vision

Team Exercise Instructions for Observers Instructions for Team members Scoring, Team members and Observer comments Discussion

What are Characteristics of Effective Teams? Members have a clear goal The focus is on achieving results There is a plan for achieving the goal Members have clear roles Members are committed to the goal Members are competent They achieve decisions through consensus There is diversity among team members Members have effective interpersonal skills They know each other well and have good relationships

More Characteristics Each member feels empowered to act, speak up, offer ideas Each member has a high standard of excellence An informal climate and easiness exists among members The team has the support of management The team is open to new ideas There is periodic self-assessment There is shared leadership of the team The team is a relatively small size There is recognition of team member accomplishments There are sufficient resources to support the team work

Effective Team-Building Takes Time There must be frequent and prolonged contact Team members come together around a specific goal or project Effective teams go through four stages of team development

What are the Four Stages of Team Development? Forming Storming Norming Performing Every effective team goes through these life cycle stages

Forming Team members are introduced and begin getting to know each other Goals and tasks are established Generally polite behavior among members Norms are not understood

Storming Members are sizing each other up and may feel more comfortable and voice their views Members may compete for team roles May argue about goals or how they should be accomplished May choose sides against other members

Norming Once issues are resolved, agreement occurs around team norms and expectations Trust and common interests are developing Roles and objectives are clarified and understood

Performing Members make contributions and are motivated by results Leadership is shared according to members’ knowledge and skills Norms and culture are well understood Tasks get accomplished effectively and efficiently

References Thiagarajan, S. and Parker, G. (1999). Teamwork and Teamplay. San Francisco: Jossey-Bass/Pfeiffer. Dean, P., LaVallee, R., & McLaughlin, C. (1999). Teams at the core of continuous learning in McLaughlin, & Kaluzny, A. (eds.) Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications, 147 – 168.

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