1. National Leading Transformation of Health & Wellbeing Programme 2013 Learning Event 3 Leading Effective Teams 15 th January 2013

2. Katzenbach’s (1993) definition of a team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.’

4. Organizational Models Katzenbach and Smith: The Wisdom of Teams (1993) – Working Groups – Teams Pseudo Teams Potential Team Real Team High Performance Teams

5. The Team Performance Curve Katzenbach and Smith Working group High-performing team Real team Potential team Pseudo- team Team effectiveness Performance impact

6. Six team basics define the discipline required for team performance Small number – generally less than 12 No team performs without complimentary skills Team must have: ₋ a common purpose ₋ commons set of specific performance goals ₋ commonly agreed working approach Hold each other mutually accountable for performance Other areas such as trust, openness, good communication etc. transcend the six basic disciplines

7. Focusing on team basics Katzenbach and Smith (1993) Problem solving Technical/function Interpersonal Mutual Small number of people Individual Specific goals Common approach Meaningful purpose Skills Accountability Commitment Collective work products Personal growth Performance results

8. Teams definitely are forms of work groups, but not all work groups are teams. In fact, plain work groups are much more numerous than teams. Work groups function on three levels: Dependent level Independent level Interdependent level

9. Working Group Individual Accountability Performance depends on individual performance

10. Work groups have a strong individual focus and teams have a strong collective focus. The individual is not lost on a team, but that person's work is coordinated to fit in with the greater good. Team concerns are much more focused on the outcomes of the overall unit rather than an individual's accomplishments.

11. Team Each individual contributes to the work of the whole The whole group is responsible for the end product.

12. Pseudo-team Not focused on collective performance Not really trying to be a team Interactions detract individual performance without any team benefit

15. 1)The need for collective work products to be delivered by 2 or more people working together in real time 2)Leadership roles that need a shift amongst the members 3)The need for mutual accountability in addition to individual accountability. In contrast, if the performance challenge can best be met through the sum of individual contributions, then the single leader discipline makes the most sense.

16. Partnerships Partnerships are increasingly the method of policy delivery in health and other spheres and are viewed as ‘a good thing’.

17. Partnership Working Groups and Teams have a single set of outcomes. Partnerships have at least two distinct sets of outcomes. Unlike Working Groups, some outcomes are joint responsibility Unlike Teams, some outcomes are individual responsibility

18. Partnership Team benefits in the areas of overlap. Working Groups benefits in the areas of individual responsibility. Sometimes, partnerships are the best option.

19. Partnerships: Key Issues  Do they deliver better health outcomes?  How is success defined?  Do the benefits outweigh the transaction costs?  Are there other ways of doing partnership working?

20. ‘Collaborative Advantage’  Help organisations tackle ‘wicked problems’  Allow sharing of expertise and resources  Can fill gaps in services

21. ‘Collaborative Inertia’  May lead to fragmentation of structures and processes  May blur responsibilities and accountabilities  Fear of loss of control over policy-making

22. “Nice Teams Finish Last” Don't rock the boat. Don't make waves. Don't offend anyone - but over-politeness keeps teams from being productive. Encourage skills such as constructive criticism, honest communication, and the kind of conflict that drives innovation and quality without hurting feelings or creating enemies. From giving clear, sharp feedback, to effectively challenging others

23. 1.Establishing a sense of urgency 2.Forming a powerful guiding coalition 3.Creating a vision 4.Communicating the vision 5.Empowering others to act on the vision 6.Planning for and creating short-term wins 7.Consolidating improvements and producing still more change 8.Institutionalising new approaches John Kotter (1995)

24. Effective Teams A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. Dr. R. M. Belbin

25. Model-400 Belbin – Team Role Description Team roleDescriptionWeaknesses AllowableNot allowable PlantCreative, imaginative, unorthodox. Solves difficult problems Preoccupation with ideas and neglect of practical matter Strong ‘ownership’ of idea when co- operation with others have yielded better results Resource investigatorExtrovert, enthusiastic, communicative. Explores opportunities. Develops contacts Loss of enthusiasm once initial excitement has passed Letting clients down by neglecting to follow-up arrangements Co-ordinatorMature, confident. A good chairperson. Clarifies goals, promotes decision-making, delegates well An inclination to be lazy if someone else can be found to do the work Taking credit for the effort of a team ShaperChallenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles A proneness to frustration and irritationInability to recover with good humour or apology Monitor/evaluatorSober, strategic and discerning. Sees all options. Judges accurately Scepticism without logicCynicism without logic Team workerCo-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. Calms the water Indecision on crucial issuesAvoiding situations that entail pressure ImplementerDisciplined, reliable, conservative and efficient. Turns ideas into practical action Adherence to the orthodox and unproven Obstructing a change Completer/finisherPainstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time PerfectionismObsessional behaviour SpecialistSingle-minded, self-staring, dedicated. Provides knowledge and skill in rare supply Acquiring knowledge for its own sakeIgnoring outside own area of competence

26. Belbin – Team Roles Categories Action-orientated roles shaper implementer completer/finisher People-orientated roles co-ordinator team worker resource investigator Cerebral roles plant monitor evaluator specialist Belbin (1993)

27. Some Thoughts on Leading Teams Genuine concern for others Ability to communicate and inspire Decency Humanity Humility Sensitivity Respect for others Prof Beverley Alimo-Metcalfe summarises the 7 qualities as the leader being a servant not a hero