Developing Champion Teams JENNI PROCTORHTTP://CLARITYCAREERMANAGEMENT.COM.AU/ HTTP://JENNIPROCTOR.COM/
Building a Champion Team Why are teams important? Strategies to motivate and develop a team Strategies to deal with problems within a teamLeadership: Those with leadership roles in the firm Personal leadership within circle of influence.
The Ideal Work TeamPurposefully working together Shared goals Acceptance of differences and contributions Peaceful resolution of differences Supported Sharing Co-operation Non-threatening and not constrained by fear.
Essential Components of a Champion Team Vision, mission, goals, norms Priorities Responsibilities Budget and resources Recognition Quality as norm Regularly revisit all of the above.
What Makes a Team Successful?Organisation that Encourages collaboration Values service, discussion, learningManagers that Share these values Support these values practicallyTeam that Has clear goals, norms, understandings.
Problems with Professional Teams Independent and autonomous by nature – Often prefer to work alone and be responsible for own efforts. Find team work difficult, annoying, a “waste of time”. Want to “get on with the job”
Advantages of Fostering Champion Teams Synergy of collective wisdom and energy Catalyst for interaction and support Strengthen the organisation Generation of ideas and innovation Marketing – strong and talented team
Building the Team: Challenges“Coming together is a beginning. Keeping together is progress.” Working together is success.” ~Henry Ford Leadership and commitment Information and communication Training Infrastructure Recognition and rewards Resources Measurement
Building the Team: The Role of a Leader Recognise the strengths and weaknesses within the team and work to their strengths. Talk the talk and walk the talk Be prepared to improve personal leadership skills Recognise and reward quality performance.
Building the Team: Be an Observer of PeopleIs everyone singing off the same song sheet? What’s happening with group decision making? What’s happening with task functions? What’s happening with morale and relationships? Who needs training? – Awareness, skills, communication, personal leadership skills.
Motivating Your Team Dissatisfaction usually stems from the working environment. Satisfaction usually stems from the work itself.
Motivate and Develop Through DelegationTeam building Sharing responsibility Sharing opportunities for achievement and development.Delegation Foster responsibility and confidence. “Hold the ladder”
Motivate and Develop Through Feedback - Motivational Feedback Immediately after performance of task Gain confidence and feel successful Can also be earshot praise, third party recognition or formal rewardMust be Properly timed. No advice at the same time! Focused on specific task performance Appropriate to the situation.
Motivate and Develop Through Feedback - Developmental FeedbackDevelopmental feedback Just before next performance of task Support, not criticism, to help them increase competence Clear description of action, with non-blaming language, followed by suggested action. Unambiguous language Check they have understood.
Motivate and Develop through Performance Reviews Forward looking – Set goals for future work and career development Identify areas of improvement Set challenging but achievable goals in aspects of work especially team issues Identify learning goals to support career goals Use coaching style.
Personal Management Strategies Listen well but don’t take on their problems Develop a norm – If you bring a problem bring a solution too. Accept a written report of a problem, but verbal discussion is far more effective. Expect and model excellent communication skills. Don’t take on unreasonable tasks or responsibilities, or expect others to do so.
Dealing With ConflictOngoing conflict Ignore it and it will go away Solve it and present solution Winner and loser Seek consensus Frank discussion No winner or loser Work together on another problem
Preventing Conflict Check balance of roles in the team. Watch for people in the wrong role. Involve team in decisions that affect them. Ensure expectations and goals are understood by everyone. Avoid creating win/lose situations that cause resentment.
Team Discussion Clear objectives? Chance to contribute to setting objectives? Support in tough times? Open expression of true beliefs and opinions? Learning not blaming? Effective meetings with full participation? Sufficient time to plan for the future? Genuine desire for consensus?
Collective Decision Making Discussion then vote = winners and losers Meeting of minds = consensus “I might not agree with all the details but I agree with the broad thrust of the decision.” Takes longer Issue is explored fully therefore usually a better decision Each team member is more committed to implement the actions required.
Beware “Group Thinking” Wanting to achieve consensus overcomes the desire to analyze, consider, think broadly etc. Consequences Objectives aren’t fully considered Superficial assessment of options Risks are not examined thoroughly Previously rejected options are not re-examined Adequate high quality information isn’t sought Contingency plans aren’t prepared Selective bias in evaluating data is evident.
Leadership in Team Discussions Leadership most evident in group interactions. Allow time for constructive discussion Encourage deep analysis Strive for collective ownership of ideas/goals Separate ideas from personalities, facts from beliefs Identify options; weigh pros and cons Steer team towards group conclusion.
Leadership in Team Ideas GenerationBrainstorming Ideas generation – You can’t be creative and critical at the same time. Reflect on responses Evaluate the process Decide on 2 or 3 ideas that can be implemented Norm: “Don’t commit if you can’t do it, but if you do commit you must do it.”
Establish Ongoing Team NormsThe Team is still a team even when apart Sharing best practice – Lifelong learners Autonomous in own work but still a team player Keep colleagues informed Leadership not intrusive but will remind them about agreed norms.
Challenges for Leaders Give authority and freedom but within agreed objectives and norms Get the best out of the team but enable each individual team member to excel Underperformers Great professionals who are poor team players Interpersonal disagreements between colleagues Crises
Dealing with Underperformers Change must come from within Meeting to discuss the behaviour and issues Seek agreement to make changes Set goals and action steps with time frames Periodic discussion to review progress. Remember: What you overlook you accept!
Dealing with Reluctant Team Players Developmental feedback or motivational feedback if you get an opportunity. Describe the behaviour that causes concern Explain benefits for changing behaviour Ask person to suggest solutions Have followup discussions Remember: The organisation’s core values and goals should come before the individual.
Dealing with Interpersonal Disagreements Bring them together and act as mediator Describe behaviours Concentrate not on issue but on what is preventing normal interaction Listen to each perspective Indicate points of disagreement Agree on simple actions and dates for review Support with professional development.
Dealing with a Team Crisis Ascertain facts and separate fact from rumour Get the communications right Be honest and open Give some positive slant if possible to improve morale Be decisive.
Qualities of Healthy Work Teams Balance of reason and emotion Understanding others perspectives Communication leading to understanding and trust Trust built through reliability Motivation not coercion Colleagues know they are valued and accepted Separate people from problems Be constructive in all interactions.