1. Leading Effective Teams Ian Govier (Facilitator) Welsh Critical Care Improvement Programme

2. Workshop Aim: n …to explore how we can more effectively lead our team

3. What do I want to ACHIEVE or CHANGE as a result of today’s workshop?

4. The Healthcare Leadership Challen ge

7. Permanent White Water (Vaill, 1996)

9. The Constants Change Change Choice Choice Principles Principles (Covey, 2006)

10. Leading Effective Teams - principles

11. Time for a Break

12. What is a team? Group Discussion

13. A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

14. A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

15. Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to their TEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

16. What are some of the characteristics of an effective team? Group Work

17. The Five Dysfunctions of a Team (Lencioni, 2002) Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS

18. Teams possessing the following characteristics are more effective in delivering high quality care: clarity of team objectivesclarity of team objectives high levels of participation from all team membershigh levels of participation from all team members high emphasis on qualityhigh emphasis on quality high support for innovationhigh support for innovation Health Care Team Effectiveness Project (Borrill and West,2002)

19. How am I doing as a Team Leader? Self Checklist

21. It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

22. Lunch Time

23. Defend or Destroy! Team Exercise

24. In health care terms, what difference does EFFECTIVE TEAM WORKING really make?

25. Borrill & West (2002) found that individuals who worked in well functioning teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

26. What differences have been made via the Welsh Critical Care Improvement Programme? Group Work

27. How do we motivate teams to action?

28. The ‘8 Rules’ for Motivating People: Be motivated yourselfBe motivated yourself Select motivated peopleSelect motivated people Treat each person as an individualTreat each person as an individual Set realistic but challenging targetsSet realistic but challenging targets Understand that progress itself motivatesUnderstand that progress itself motivates Create a motivating environmentCreate a motivating environment Provide relevant rewardsProvide relevant rewards Recognise successRecognise success http://www.teambuilding.co.uk/john_adair.html

29. Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

30. Initiator beginning actions and processes that promote team development and performance Model shaping behaviour and performance that reflects the expectations set for the team Coach serving as counsellor, mentor and tutor to help team members improve performance The 3 important roles of a Team Leader

31. How am I doing as a Team Leader? Team Leader Checklist

32. ‘Number Cruncher’ Team Exercise

33. “That which we persist in doing becomes easier - - not that the nature of the task has changed, but our ability to do has increased.” Ralph Waldo Emerson

34. Time for a Break

35. Code of Conduct for NHS Managers Patient-centredPatient-centred AccountableAccountable Performance orientedPerformance oriented Responsive to local needsResponsive to local needs Equal, diverse & values inclusionEqual, diverse & values inclusion Partnership focusedPartnership focused National Assembly for Wales (2006)

36. Once upon a time there was a very lonely old man who was hungry. He lay awake at night his belly hurting. All he owned was a tall ladder which was of no use to him now.

37. Next door lived another lonely old man who was also poor. All he owned was a very tall apple tree whose branches stretched far out of reach.

38. Let’s work in partnership! Unfortunately they never met.

39. TEAMS - how do we work together?

40. Rocket Science Team Exercise

41. Final Thoughts Final Thoughts

42. The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

43. What am I (are we) going to do differently after today?

44. If we always do what we’ve always done… …we’ll always get what we’ve always got!

45. The ‘Trim Tab’ effect

46. ‘Trim Tab’ HMS WCCN

47. Be a TRIM TABBER!

48. and finally…

49. …I’ll probably do nothing about it! If I do nothing about it in 24 hours…

50. Thank You Diolch Website: www.ctrtraining.co.uk http://www.ctrtraining.co.uk/resources.php