1. Managing and Developing Effective Teams Sue Duraikan

2. Objectives To be able to identify the qualities of an effective team To understand how to build trust in your 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

3. What makes an effective team? Goals and standards Roles and responsibilities Procedures Values Relationships and rituals

5. The team leader’s challenge From: John Adair Achieve the task Motivate the individual Develop the team

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

7. Team goals Common purpose Medium–long term project goals Short term task goals Development goals

8. Goals S pecific M easurable/Matter/ Monitored/Mutual A chievable R elevant T ime-limited

9. ‘A goal without a plan is just a wish.’ Antoine de Saint Exupėry

10. Bradley Wiggins blames tensions with Chris Froome for his Tour de France exclusion Daily Mail, June 2014

11. Values ‘When you have values, all your decisions are made easy’ Roy Disney BGL Group (Insurance) Be creative Be united Be happy Be genuine Be encouraging Be someone who makes a difference NHS Caring & helpful Safe & vigilant Clinically excellent Accountable & reliable Best use time & resources Innovate for patients

12. Motivators Achievement Material rewards Status Advancement Power/influence Independence Challenge/variety Recognition Interest Involvement Creativity Expertise Meaning Relationships Environment Security An easy life

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

14. Positive feedback Specific Well-timed Honest (don’t exaggerate or minimise) Separate from negative Face-to-face/in writing

15. Corrective feedback C larify what you expect E xplain how it looks to you D iscuss A gree an action plan R eview

16. The team leader’s challenge From: John Adair Achieve the task Motivate the individual Develop the team

17. 4 stages of team development Stage 1: Forming Stage 2: Storming Stage 3: Norming Stage 4: Performing

18. Stage 1: Forming Be the leader you plan to be Communicate purpose clearly Model open 2 way communication Help team get to know each other informally

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

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

21. Stage 4: Performing Set example of commitment Recognise and reward achievement Build on success: what did we learn? How can we improve?

22. Involving people in decision-making Level 7: Delegate with constraints You ask the team to decide. Specify any constraints. Level 6: Consensus Work with everyone to reach a team decision. Everyone supports the decision. Level 5: Majority decision Those in favour, those against Level 4: Form a relevant sub-group and decide Ask for input from key people, make a joint decision Inform the rest Level 3: Gather input from the team and decide Ask the team for their input during meeting, before deciding. Listen to comments. Level 2: Gather input from individuals and decide. Ask for input from key people before deciding Listen to comments Level 1: Decide and announce Tell them what you have decided. Ask them what they think about it.

23. Factors affecting decision-making approach How much time have you got? How important is the decision? Who needs to make the decision (authority, accountability)? 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?

25. Building trust Empathy Reliability Integrity Competence Clear and open communication

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