Audiences Northern Ireland Getting good performance from teams 20 th September 2006

10.30am:Understanding how teams work 11.45am:Coffee 12 noon:Motivating your team 1.15pm:Lunch 1.45pm:Learning through experience 3.00pm:Tea 3.15pm:Dealing with difficulties 4.30pm:End

Introductions Your name Your organisation What team(s) you lead What team(s) you are part of

Session 1 Understanding how teams work

Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people.

Why bother? Discuss your experiences of being a team member…. What were the benefits? What were the drawbacks?

Typical plus points Synergy Better decision making Faster decision making Commitment to implementing decisions Utilising the many skills and abilities of team members Overcoming weaknesses and building on strengths Reducing unproductive competition Sharing knowledge Fostering communication Achieving common goals A learning experience for team members

Typical drawbacks Time consuming Potential for conflict Group-think (the drive for consensus at any cost, which suppresses dissent and appraisal of alternative courses of action Tendency of individuals in a group to take greater risks than if they were operating on their own (‘risky-shift’)

Stages of team development Storming NormingPerforming Mourning Forming

FORMING Icebreaking session Make sure everyone introduces themselves Establish a clear direction and goals Identify the resources available to the team Build a supportive environment Clarify individual roles, expectations and objectives Identify relevant individuals outside the team Get the team doing things together

Stages of team development Storming NormingPerforming Mourning Forming

STORMING Redefine the team leader’s role Clarify the roles, responsibilities and expectations of individual members Promote real listening Establish procedures and team processes Deal openly with conflict Agree a problem-solving rationale Reassure that this stage is ‘normal’ Provide positive feedback Manage conflict constructively and identify the issues Stay relaxed and calm Act as a good role model Try to move the team from ‘testing and proving’ to a ‘problem- solving mentality’ Delegate and give team members responsibility for their own actions

Stages of team development Storming Norming Performing Mourning Forming

NORMING Discuss team dynamics Focus on team goals and objectives Confront issues and resolve them Reclarify roles and responsibilities Ask for input rather than telling Give constructive feedback on team’s progress to date Arrange training and coach good team working Demonstrate give and take in their behaviour

Stages of team development Storming Norming Performing Mourning Forming

PEFORMING Coach team members Be even more open Admit to their own failings Ask for support Give support Seek out feedback Delegate and give recognition for individual and team success Let go Make team members aware of their progress Celebrate success

Stages of team development Storming NormingPerforming Mourning Forming

MOURNING Celebrate success Have a closing-down party Recognise and reward great performance Remember everyone in the team Arrange a review meeting Plan for known team changes – see this out and let the whole team know Re-evaluate current roles and responsibilities – can people more around and/or do they want to? Don’t try to replace old team members with exact replicas – new members will bring fresh skills to the mix Consider adopting a ‘buddy’ or mentoring scheme to ease the new member into place Remind current members of the phases of team development Take action to help the team come to terms with change

Consider the characteristics of effective teams What might you do to accelerate the development of a team?

Session 2 Motivating your Team

Motivation: ‘The force or process which causes individuals to act in a specific way’

Cycle of motivation Effort PerformanceRewards Satisfaction Needs

Thinking about your own experiences… Share an occasion where your needs followed this cycle, and one where they did not. What are the implications for this for us as managers seeking to get good performance?

Maslow’s hierarchy of needs Self actualisation Self esteem social safety physiological

How do these needs translate to the workplace? ? ? ? ? ?

Linking theories with practice… Deciding what you are going to… Stop doing Start doing Do more of

Session 3 Learning through Experience

The great egg drop….

Think about the life cycle of your team Storming NormingPerforming Mourning Forming

Think about what motivated you. Links with Maslow? Links with Hertzberg?

Belbin’s team types

Belbin’s 5 principles for managing teams: 1.Members of a team contribute through their professional role and their team role. 2.The team’s effectiveness depends on the extent to which members correctly recognise and adjust themselves to the strengths of others in the team. 3.Each team needs a balance of team roles, determined by the team’s goals. 4.Personal characteristics fit well for some roles and limit ability to succeed in others. 5.Only when a team has a balance of team roles can it reach peak performance.

Session 4 Dealing with difficulties

Scaling the wall of resistance