2. Attendance
• Balanced teams
• Good and bad linking
• Team size
• Correlations between Leadership and
Teamwork
• Principles of high performance teams
• Belbin’s team roles
• What is Leadership?
3. Balanced teams
• Most often, people are selected into a team on an
ad hoc basis, without ensuring a balance amongst
each member’s capabilities and preferences
• Thus, who will do what type of work is not based on
individual team members’ preferences/interests
• Studies show that people prefer a job where they
are doing some of these things:
1. Advisers – directing work,
2. Explorers – exploring new opportunities,
3. Organisers – deciding business priorities, or
4. Controllers – coordinating and controlling
resources
4.
5. Why do teams fail?
• Team is unbalanced
– Same view of their working world
– Suffer from “groupthink”
• No linker, or weak linking capabilities
• No balance between team members’ roles
• Poor relationship management
• Poor communication skills
• Poor information management
• Poor decision making
• Poor organisational structuring
6.
7. Actions, tasks and skills in internal linking
• Planning
• Trust
• Adaptability
• Problem solving skills
• Decision making skills
• Collaboration
• Cooperation
• Communication
• Role of linker
8. Team size – how many members?
• Should every team have at least 9 members – one
person for each role?
• No, combine 2-3-4 roles into one person, based on team
members’ respective ASKs and preferences, e.g.
• Advisers
– Advisor + reporter + creator + innovator
• Explorers
– Explorer + promoter + assessor + developer
• Organisers
– Thruster + organiser + concluder + producer
• Controllers
– Controller + inspector + upholder + maintainer
9. Roles and preferences – possibilities 1
• According to Margerison & McCann
• Explorers – promoters
– Corporate Planning and Development, Design, R
and D
• Assessors – developers
– Sales and Marketing, Company CEOs, Owners,
Proprietors
• Thrusters – organisers
– Sales and Marketing, Production, Construction
and Control
• Concluders – producers
– Finance and Accounting
10. Roles and preferences – possibilities 2
• Controllers – inspectors
– Finance and Accounting, Production,
Construction and Control, Administration
• Upholders – maintainers
– Administration
• Reporters – advisors
– Management Consultants, HR, Training,
Corporate Planning and development
• Creators – innovators
– Design, R & D and also Management Consultants
12. Principles of high performing teams (HPTs)
1. HPTs have a linker
2. HPTs set high output targets and achieve them regularly
3. HPTs gain high job satisfaction from their work
4. HPTs team members cooperate well with one another
5. Managers of HPTs are well respected by team members for the
examples they set
6. HPTs are well balanced w.r.t. their roles vis-à-vis their skills
7. HPTs have a high degree of autonomy
8. HPTs learn quickly from their mistakes
9. HPTs are customer-oriented
10. HPTs have high problem solving skills and regularly review their
performance
11. HPTs are motivated
13. What next?
• Identify the primary issues which hamper
performance
• Help the manager to develop more
effective team
• Manager and team members must
identify, correct and improve low-scoring
areas and reinforce high-scoring areas
• Manager must work closely with team
members to agree on how and what to
improve – use brainstorming
14. To conclude…….page 1
• People are different and approach work in different ways
• These differences show-up in people’s preferences at
work, which can be identified and measured; then, roles
can be assigned accordingly
• Work preferences can be mapped onto the team
management wheel, which is a cognitive aid to ensure
better team balance
• High performing teams have a reasonable balance of
skills and role preferences; thus, problem solving skills
can improve and groupthink is avoided
• Work performance improves if jobs are assigned based
on individual preferences
15. To conclude…….page 2
• Conflict handing skills must be of high quality since
conflict is incipient and endemic, with members
pulling one another towards their own points of view
• Conflict handling skills will therefore ensure better
quality of decision-making, provided the team is also
managed well
• Two conditions are pre-requisite:
1. Team balance
2. Excellent linking
• Teams which achieve both conditions achieve high
performance and show outstanding results
16. Team Management
Practical New Approaches
by
Dr Charles Margerison
Dr Dick McCann
https://youtu.be/y61b0S8aCi0
Dr Mike Clayton – 9m 21s
18. Raymond Meredith Belbin’s team roles
• The types of behaviour which people engage in, and
show, are infinite (= range is large = unlimited)
• But the range of relevant behaviours, which make
an effective contribution to team performance, is
finite (= have limited scope)
• These behaviours are grouped into 3 sets of 3
related clusters, to which Belbin applied the term
Team Roles:
1. Action-oriented roles
2. People-oriented roles
3. Thought-oriented roles
19.
20. Action-oriented roles
• Shaper
– Provides the necessary drive to ensure that the
team keeps progressing and does not lose focus
or momentum
• Implementer
– Plans a workable, valid strategy and executes it
as efficiently as possible
• Finisher
– Polishes and scrutinises the team’s work for
errors, subjecting it to the highest standards of
quality control
21. People-oriented roles
• Coordinator
– Focuses on the team’s purpose and objectives,
draws out team members and delegates work
appropriately
• Team worker
– Helps the team members to gel (= bond
together), using their versatility to identify the
work required to be done and completes it on
behalf of the team
• Resource investigator
– Uses his/her inquisitive nature to find ideas to
bring back to the team
22. Thought-oriented roles
• Plant
– Tends to be highly creative and is good at
solving problems in unconventional ways
• Monitor
– Provides a logical eye, makes impartial
judgements where required and weighs up
the team's options in a dispassionate way
• Specialist
– Brings in-depth knowledge of a key focal
areas to the team
25. What is leadership? – page 1a
1. Leadership is directing the followers.
2. The ability to influence or guide other individuals, teams, or entire organizations.
3. Leading the team by example.
4. Guide the team towards a common objective with strong realistic vision and
mission.
5. Provides direction
6. Builds trust and make the subordinates feel safe
7. Develop future leaders
8. Honesty and Integrity
9. Confident
10. Decision making
11. Strong interpersonal and communication skills
12. Courageous and empathetic
13. Quality to improvise and adapt to change.
14. Promotes diversity
15. Should be a good mentor, motivator, counsellor and inspiration to teammates.
16. Leader keeps organisation in motion.
26. What is leadership? – page 1b
1. Leader should not be biased.
2. Must be creative and innovative.
3. Must have critical thinking
4. Sense of responsibility and accountability
5. Emotional Intelligence
6. Should possess superior characteristics to inspire employees
7. Good leader pounce on opportunities with a sense of purpose.
8. Should be ready to take risk by analysing the consequences
9. Acknowledge and appreciate the efforts of team
10. Strong physical appearance
11. Take a genuine interest in your company and the business it operates in.
12. Effective leaders encourage strategic thinking, innovation, and action.
13. Ensures that good followers give good results.
14. Leader should prioritise team members/ people.
15. Should follow ethical practices
16. Should constantly build and maintain good relationships in business
