1. Managing and developing effective teams
Sue Duraikan
Managing and developing effective teams

2. Objectives To be able to identify the qualities of an effective team
To be able to set objectives for your team
To understand the stages of team development and how to manage each one effectively
To be able to motivate, monitor progress and give feedback more effectively to team members
To know when and how to involve your team in decision making
To understand how to build trust in your team

3. What makes an effective team?
Shared goals and values
Shared standards and procedures
Clear roles and responsibilities
Relationships and rituals

4. The team leader’s challenge
Achieve the task
Manage the individual
Develop the team
John Adair, Action-Centred Leadership

5. A team is…
A group of people working towards a common goal

6. Team goals Common purpose Medium-long term project goals
Short term task goals
Development goals

7. SMART goals Specific Measurable/Matter/Monitored/Mutual Achievable
Relevant
Time-limited

8. ‘A goal without a plan is just a wish.’
Antoine de Saint Exupéry

9. Values It’s best to be honest and open with people.
The customer is king.
Got to keep learning since the world keeps changing.
You stay till the job is done.

10. Values If you don’t enjoy the job you shouldn’t be doing it
We’ll get more done by sharing the workload.
Things can always be improved.
We have to be fair.

11. Team values ‘When you have values, all your decisions are easy
Team values ‘When you have values, all your decisions are easy.’ Roy Disney
Addenbrookes Hospital
Safe
Kind
Excellent
BGL Group (Insurance)
Be creative
Be united
Be happy
Be genuine
Be encouraging
Be someone who makes a difference

12. The team leader’s challenge
Achieve the task
Manage the individual
Develop the team
John Adair, Action-Centred Leadership

13. The team leader’s challenge
Achieve the task
Manage the individual
Develop the team
John Adair, Action-Centred Leadership

14. Motivators Extrinsic Money Time off Status Advancement Power/influence
Recognition
Relationships
Environment
Threat of job loss
Intrinsic
Achievement
Involvement
Independence
Creativity
Expertise
Meaning
Challenge/variety
Interest
Security
An easy life

15. Why give feedback? You need to give it in order to…
Maintain morale
Clarify and reinforce standards
Improve performance
Show you’re in touch
Avoid recrimination
Nip problems in the bud
Staff need it so they…
Are motivated
Keep on track
Know what’s acceptable … or not!
Learn how to do things differently/better

16. What is effective feedback?
Regular
Timely
Specific
Positive/negative but always constructive
Honest
Private/public
Face-to-face/in writing

17. Negative feedback Clarify what you expected
Explain how it looks to you
Discuss
Agree an action plan
Review

18. The team leader’s challenge
Achieve the task
Manage the individual
Develop the team
John Adair, Action-Centred Leadership

19. 4 stages of team development
Forming
Storming
Norming
Performing
Bruce Tuckman, Developmental sequence in small groups

20. Stage 1: Forming Direct the team Communicate goals clearly
Model open 2 way communication
Help team get to know each other informally

21. Stage 2: Storming Be positive and proactive
Encourage open communication
Listen, don’t be defensive
Protect team members under fire
Aim for and document agreement

22. Stage 3: Norming Reinforce desired performance/behaviour
Encourage and reward co-operation
Deal with problems quickly
Celebrate success

23. Stage 4: Performing Delegate as much as you can
Recognise and reward achievement
Build on success: What did we learn? How can we improve?
Start focussing on new goals and areas of work

24. Involving team members in decision making
1. Decide and announce
2. Seek input from key individuals and announce
3. Seek input from team and announce
4. Form a relevant sub-group and decide
5. Majority decision
6. Consensus
7. Delegate with constraints
Adapted from Vroom-Yetton-Jago decision model

25. Factors affecting decision making
How much time have you got?
How important is the decision?
Who needs to make the decision?( accountability, authority)
What information is needed to make the decision?
Do you need buy-in from team members?
What climate do you want to establish within your team?

26. Broken squares: the rules
Complete silence!
You may not point or signal to other players with your hands.
You must complete only your own square. No one else may show you how to do it or do it for you.
You may not take a piece from another player, but you may give your pieces, one at a time, to any other player, and other players may give pieces to you.
You may not place a piece in another player’s square
You must always keep at least 2 pieces of the puzzle in front of you
You will be finished when all players have a completed square in front of them (all the same size!).

28. Lessons from the blue tits
Do you openly share your experience with others?
Do you seek input from others to help you come up with solutions?
Are you open to building on others’ ideas?
Do you seek opportunities to meet, mix and talk with others?
Do you seek opportunities to learn from others?
Do you facilitate a learning culture within your team?

29. Five dysfunctions of a team (acc. Patrick Lencioni)
Inattention to results
Avoidance of accountability
Lack of commitment
Fear of conflict
Absence of trust

30. Five qualities of an effective team (acc Patrick Lencioni)
Results
Accountability
Commitment
Healthy conflict
Trust

31. Building trust Empathy Empathy Reliability Integrity Competence
Clear, open communication

32. ‘When the trust account is high, communication is easy, instant and effective.’ Stephen R. Covey