Lighting the Fire Within An Approach to Building a Team By Don McLean

What’s Your Staffing Situation? Did you inherit staff Are you involved in employment of staff Do you hold regular staff meetings Do you appraise your staff annually Do you allow your staff to be part of decision making in your organisation. How are the lines of communication – management and staff. Is your workplace a happy place

Did you inherit staff

Are you involved in employment of staff

Do you hold regular staff meetings

Do you appraise your staff annually

Do you allow your staff to be part of decision making in your organisation.

How are the lines of communication – management and staff.

Is your workplace a happy place

Barriers to a Successful Team Poor communication Personal differences External / Personal pressure Lack of a challenge / motivation Misinformation Time frames / Too busy / Not taking time to smell the roses Not understanding strengths and weaknesses Staff feel out of the loop – No ownership / vision Poor systems / management – no leadership No supervision / support for staff

Poor communication

Personal differences

External / Personal pressure

Lack of a challenge / motivation

Misinformation

Time frames / Too busy / Not taking time to smell the roses

Not understanding strengths and weaknesses

Staff feel out of the loop – No ownership / vision

Poor systems / management – no leadership

No supervision / support for staff

Personality Melting Pot In every team there may be: The worker The whinger The greaser The unionist The Lazybones The clueless The hypochondriac The Knowledge The great guy The Joker The shy one The loud one The Energiser Bunny The Pessimist The Social Butterfly The Fashion model Can you think of any others?

In every team there may be:

The worker The whinger

The greaser The unionist

The Lazybones The clueless

The hypochondriac The Knowledge

The great guy The Joker

The shy one The loud one

The Energiser Bunny The Pessimist

The Social Butterfly The Fashion model

Can you think of any others?

The Team Matrix Solicitous Motivational problem Solving Administrative Passive Political Assertive Low High Concern for People High Concern for results

C – Communication L – Leadership O – Ownership /Organisation V – Vision E – Energy / Enthusiasm S – Supervision / Support

C – Communication

L – Leadership

O – Ownership /Organisation

V – Vision

E – Energy / Enthusiasm

S – Supervision / Support

Communication Regular Planned Staff meetings Expectations – Clearly spell out what you expect of staff , ask what staff expect of their leaders Open door / mind Acknowledge feelings and be sensitive to personal problems. Planning – group Learn to Listen – be an active listener. Be confident enough to say when you’re not happy and always willing to say when you are.

Regular Planned Staff meetings

Expectations – Clearly spell out what you expect of staff , ask what staff expect of their leaders

Open door / mind

Acknowledge feelings and be sensitive to personal problems.

Planning – group

Learn to Listen – be an active listener.

Be confident enough to say when you’re not happy and always willing to say when you are.

Leadership Be a leader, not a mate or dictator. – staff will be looking for leadership, be prepared to make decisions. Be a role model – act as you would expect other would act Be a person – never be something your not Be a knowledge but not “the knowledge.” Be flexible – things change it’s not a disaster Be fair – Everything doesn’t always go the way you would want. Be approachable – Be relaxed, open door / mind Be open – to different personalities/ cultures / family situations Be aware of staff needs – everyone has their quirks

Be a leader, not a mate or dictator. – staff will be looking for leadership, be prepared to make decisions.

Be a role model – act as you would expect other would act

Be a person – never be something your not

Be a knowledge but not “the knowledge.”

Be flexible – things change it’s not a disaster

Be fair – Everything doesn’t always go the way you would want.

Be approachable – Be relaxed, open door / mind

Be open – to different personalities/ cultures / family situations

Be aware of staff needs – everyone has their quirks

The D.O.P.E Leadership Test Which are you Going to be? How Broad Are Your Shoulders? Take the DOPE test back to your organisation and get three of your employees fill in the test for you and then compare them to your own results – It may be an eye opener!

Which are you

Going to be?

How Broad Are Your Shoulders?

Take the DOPE test back to your organisation and get three of your employees fill in the test for you and then compare them to your own results – It may be an eye opener!

Organisation / Ownership Organisation Have the right management systems in place. Be Planned Be strategic Everyone has ownership Be realistic Do the Paper work Be flexible Ownership: Everyone should have some degree of ownership of… Planning – daily, weekly, and strategic. Behaviour management Vision / Charter Staff meetings Venue layout etc

Organisation

Have the right management systems in place.

Be Planned

Be strategic

Everyone has ownership

Be realistic

Do the Paper work

Be flexible

Ownership:

Everyone should have some degree of ownership of…

Planning – daily, weekly, and strategic.

Behaviour management

Vision / Charter

Staff meetings

Venue layout

etc

Vision All members of the staff need to be clear in the direction your organisation What are your collective hopes for your organisation – what would you like your organisation to be like in three years? How will you get there – strategic goals and action plan. Everyone has some degree of ownership, although you may be steering the ship Regular reviews to ensure you stay on the path – this will provide a focus.

All members of the staff need to be clear in the direction your organisation

What are your collective hopes for your organisation – what would you like your organisation to be like in three years?

How will you get there – strategic goals and action plan.

Everyone has some degree of ownership, although you may be steering the ship

Regular reviews to ensure you stay on the path – this will provide a focus.

Energy & Enthusiasm Fun – never under-rate the importance of having fun. Total Commitment Positive first Be enthusiastic – keep your game face on Staff don’t wear your concerns/ worries Be willing to admit you're wrong. leave your personal pressures at the gate – same for staff Keep your eye on the ball – goal focused but keep it real

Fun – never under-rate the importance of having fun.

Total Commitment

Positive first

Be enthusiastic – keep your game face on

Staff don’t wear your concerns/ worries

Be willing to admit you're wrong.

leave your personal pressures at the gate – same for staff

Keep your eye on the ball – goal focused but keep it real

Support At the start of each year meet with each staff member and set out a professional development plan. This should include: Personal goals based on staff members personal areas of interest Professional goals based on personal needs identified in previous years appraisal process Professional goals based on organisational needs (1 st Aid cert) A professional development calendar for year and timeframe performance management programme for the year.

At the start of each year meet with each staff member and set out a professional development plan.

This should include:

Personal goals based on staff members personal areas of interest

Professional goals based on personal needs identified in previous years appraisal process

Professional goals based on organisational needs (1 st Aid cert)

A professional development calendar for year and timeframe performance management programme for the year.

Supervision With a professional development plan in place you now have a tool / starting point to measure staffs performance. Performance Management should include: At least two formal observations An appraisal interview – discuss achievement of goals and set new personal goals for next year Appraisal report – measuring staff members progress against goals. Other options – parent and student interviews and/ or seek staff feedback. (360 degree)

With a professional development plan in place you now have a tool / starting point to measure staffs performance.

Performance Management should include:

At least two formal observations

An appraisal interview – discuss achievement of goals and set new personal goals for next year

Appraisal report – measuring staff members progress against goals.

Other options – parent and student interviews and/ or seek staff feedback. (360 degree)

Staff Recruitment Careful consideration is needed when you employ staff . Ask yourself… What does your organisation need or not need? How would this person fit into your organisation? Is the on paper person clouding the personality? Hints Try and get the whole picture and it doesn’t hurt go out and look for the right person. Before you start make a list of all the qualities you are looking for.

Careful consideration is needed when you employ staff . Ask yourself…

What does your organisation need or not need?

How would this person fit into your organisation?

Is the on paper person clouding the personality?

Hints

Try and get the whole picture and it doesn’t hurt go out and look for the right person.

Before you start make a list of all the qualities you are looking for.

Out with Old In with the New New Staff Have a planned induction programme Assign a buddy to help with those little questions Don’t think it will happen straight away allow a decent period of induction. Inherited Staff These can be the hardest nuts to crack – they can be bitter about missing out on your job, friends with former management ….. They have to come on board and this may take awhile. What if they don’t? The clean slat approach is important – “I’m a new person I bring a new flavour, I’m interested what you have to offer but first you must give me a chance.” Forming – Storming – Norming – Performing The bottom line is if they can’t accept changes they need to move on

New Staff

Have a planned induction programme

Assign a buddy to help with those little questions

Don’t think it will happen straight away allow a decent period of induction.

Inherited Staff

These can be the hardest nuts to crack – they can be bitter about missing out on your job, friends with former management …..

They have to come on board and this may take awhile.

What if they don’t?

The clean slat approach is important – “I’m a new person I bring a new flavour, I’m interested what you have to offer but first you must give me a chance.”

Forming – Storming – Norming – Performing

The bottom line is if they can’t accept changes they need to move on

Any Questions?