High_performing_teams and leadreship teaching

leadership

1. Performing Team

2. PROGRAMME INTRODUCTION Course Aim Course Objectives • Identify key attributes of a highly successful, result focused 21 st Delegates will identify the qualities and values of a successful leader and proceed on a journey of self- discovery , examining own leadership behaviour in the context of their own environment. century leader- values, qualities and purpose • Examine aspects of leading change – the effect of cultures, stakeholders' expectations and dealing with people responses to change • Return to work with a practical Personal Development Plan 2

3. DAILY AGENDA 1. Principles of high performing teams 2. Dysfunctions of a team 3. Inspiring participation and engagement 4. Practical application 3

4. PRINCIPLES OF HIGH PERFORMING TEAM

5. SESSION INTRODUCTION Session Aim Session Learning Objectives Explore the importance and nature of high performing teams • Examine the nature of teams • Assess people’s expectations of team performance today • Identify the key requirements of high performing teams • Recognise team dysfunctions and the role of conflict and trust in high performing teams 5

6. WHAT WE CAN LEARN FROM NATURE 6

7. DEFINITIONS 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 A team differs from a group in that it demands from its members personal adjustment in playing one of a limited number of parts that together form an effective pattern. M Belbin 7

8. TEAM WORKING BENEFITS • Fills a need for socialisation • Helps people grow by learning from each other and developing skills in a safe environment • Provides a sense of purpose that is motivating and fulfilling • Helps to break through barriers • Identifies new opportunities • Creates a momentum that leads to better problem solving, greater productivity and effective use of resources • Develops an environment where individuals recognised, appreciated and have constructive relationships 8

9. WHERE TEAM WORKING FAILS • Aspects of communication - too much or not enough discussions • Too many egos in the team • Objectives or priorities are not clear • People don’t listen to each other • There are personality conflicts • Too many differences in opinion • There are hidden agendas • Blame culture is ripe • Lack of commitment in the team / Lack of flexibility • Dominant team leader • Conflict between team standards and organisation’s standards 9

10. 7 PRINCIPLES OF HIGH PERFORMING TEAMS P urpose E mpowerment R elationships & communication F lexibility Blanchard, K., Carew, D., & Parisi-Carew, E. (2009). The One Minute Manager Builds High Performing Teams. New York, NY: HarperCollins Publishers. O ptimised productivity R ecognition and appreciation M orale 10

11. STAKEHOLDER EXPECTATIONS OF THE LEADER Higher authority Partners / colleagues Customers /community LEADER Team members 11

12. LEVELS OF CONFLICT AMONGST STAKEHOLDERS Facts – parties have Easy to different facts manage Different interpretation of facts by the parties Methods and resources – parties have a common goal however strategies and tactics differ Different objectives Hard to manage Different values 12

13. SUPPORTING THE STAGES OF TEAM DEVELOPMENT Based on Tuckman (1965) What happens? Leader role Forming Politely testing each other out Help team get to know each other Storming Norming Performing Involve team in agreeing ground rules Challenging, confronting and conflict Roles and communication methods agreed Constant review to develop teamwork Working well and smoothly Periodic review and stretch targets 13

14. FIVE DYSFUNCTIONS OF A TEAM Lencioni, Patrick (2002). The Five Dysfunctions of a Team. New York Times See: www.tablegroup.com/teamwork 14

15. WHAT IS TRUST? Mayer, R., Davis, J., & Schoorman, F. (1995). An Integrative Model of Organizational Trust. The Academy of Management Review, 20(3), 709-734 The ‘willingness of a party to be vulnerable’ Three elements that must be in place before trust exists: • Ability – has the competency to influence • Benevolence – ‘the extent to which a trustee is believed to want to do good to the trustor’ • Integrity – adheres to principles 15

16. FIVE DYSFUNCTIONS OF A TEAM Role of the leader 16

17. LEARNING FROM EXPERIENCE David Kolb Experiment Do Theorise Reflect David Kolb Copyright © Crown Agents 2022 17

18. LEAN THINKING www.lean.org. Hines P et al (2008). Staying lean, thriving not just surviving. Cardiff University • Eliminate waste • Involve everyone • Continuous improvement Copyright © Crown Agents 2022 18

19. REVIEWING Reviewing at deeper levels than just task Task Task – what we achieved Process – how we achieved it People – how people felt Process People 19

20. JOINT PROBLEM SOLVING AND DECISION MAKING

21. SESSION INTRODUCTION Session Aim Session Learning Objectives Facilitate participation and engagement in teams • Recognise the decision making process in teams • Apply and evaluate participative problem solving and decision making methods 21

22. WE ALL HAVE DIFFERENT PERSPECTIVES Seeing the problem from the points of view of different stakeholders 22

23. FACILITATING DECISIONS Different types of thinking • Divergent thinking explores • Convergent thinking focuses Problem / issue Meaning Divergent Ideas Main options Assessment Choice Convergent 23

24. THE DIFFERENT WAY S WE THINK What sort of a thinker are we? RIGHT BRAIN • Processes information all at once • Simultaneous LEFT BRAIN • Processes information bit by bit • Sequential A to B to C • Looks at detail • Splits the world into identifiable bits & pieces • Looks for cause & effect • Focuses on information • Uses words to name, describe & define • Tends to focus on grammar • Asks ‘how?’ • Looks at the whole • Connects the world into a related whole • Looks for relationships • Focuses on emotions • Uses pictures, shapes & colour • Responds to words as images or symbols • Asks ‘why?’ • Timeless • Time bound Copyright © Crown Agents 2022 24

25. PROBLEM SOLVING Using the problem tree • Brainstorm other problems related Effects Core problem Causes to this • Separate into ‘causes’ and ‘effects’ • Put ‘causes’ below the core problem and ‘effects’ above • Connect with cause/effect arrows Copyright © Crown Agents 2022 25

26. TRAFFIC CONGESTION … Copyright © Crown Agents 2022 26

27. BRAINSTORMING Encouraging divergent thinking • Make sure all in the meeting know the ground rules of brainstorming • Capture all items raised • Use individual’s own words • Keep a good pace • Have a range of stakeholders represented • Ensure free speech • Watch out for analysis and debate Copyright © Crown Agents 2022 27

28. DIFFERENT DECISION MAKING STYLES Vroom and Yetton model Leadership style options: • Autocratic • Quality requirements • Commitment requirements • Leader ’s information • Problem structure • Commitment probability • Goal congruence • Consultative • Collaborative • Team member conflict • Team member information Best style depends on a number of factors … 28

29. DECISION MAKING Internal comparison – analysing options in pairs In pairs’ comparison … • Shortlist options • Compare each option with each of the others in turn • When options are compared, each person must vote – no abstentions • Favoured option has the most votes in total at the end 29

30. DECISION MAKING Criteria-based example Option A Score x Option B Option C Score Score against Score ortance Criterion of criterion (out of 5) Score x importan ce Score x importan ce against criterion (out of 5) against criterion (out of 5) importance criterion (out of 5) 1 2 3 4 A B C D 3 2 5 3 2 3 4 3 6 6 20 9 3 3 4 5 9 6 20 15 4 3 3 2 12 6 15 6 Totals 41 50 39 30

31. SESSION CLOSE Let ’s wrap up the session: • Key learnings • Any questions? 31