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High performance teams 18 April 2018

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Presentation given by Rob Blakemore on 18 April 2018 to the South Wales and West of England branch in Bristol

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High performance teams 18 April 2018

  1. 1. High Performance Teams
  2. 2. Our Primary Objectives: ▪ Supporting project management with people-related skills, tools & techniques ▪ Researching, developing and sharing knowledge through three focus groups: – Stakeholder Engagement Focus Group (SEFG) – Communication Focus group (CFG) – Working Abroad Focus Group (WAFG)
  3. 3. ▪ Recognising a Team; ▪ The importance of Organisational Context and Values; ▪ ‘Agile’ Teamwork; ▪ Understanding & Managing Team Dynamics; ▪ Maintaining & Improving Team Productivity; Areas of Discussion
  4. 4. Recognising a Team
  5. 5. Teamwork is a group of people working in collaboration or co-operation towards a common goal. APM Knowledge 6th edition “When you hand good people possibility, they do great things” Biz Stone (co-creator Twitter), Things a Little Bird Told Me: Confessions of a Creative Mind
  6. 6. Team Characteristics • Identity • Close knit, trusting and transient • Shared values • Complementary skills • Complementary roles • Common goal, vision, purpose • Visible and active leadership • Clear formal roles and responsibilities • Clear and agreed ground rules • Non-insular • Resilient, Celebratory “The strength of the team is each individual member, The strength of each member is the team” Phil Jackson [American Professional Basketball Player, Coach and Author]
  7. 7. Team Make-up Individuals: • With different skills and personalities • Come from different backgrounds [culture, organisation] • Can be co-located or distributed Teams can be: • Virtual • Working in different time zones • Spanning organisations
  8. 8. What Makes a Team High Performing?
  9. 9. The importance of Organisational Context & Values
  10. 10. Home Office Project Delivery Profession
  11. 11. e.g. Home Office Operating Context ▪ Policy (not PPM) Led, and Operationally Focussed, but developing PPM as a Profession as part of the 2020 vision; ▪ High Ministerial, Parliamentary & Public Profile; ▪ Increasingly takes measured and appropriate Technical and Integration Risk; ▪ Often a Target of Negative Press Reporting; ▪ Under Pressure to Reduce Spend; ▪ Mid-way through ‘Digital’ and ‘Smarter Working’ Operational Transformation as part of achieving the 2020 vision;
  12. 12. e.g. Home Office Excellence Campaign ▪ ‘Appreciative Enquiry’ & ‘Culture Call’; ▪ ‘Leadership in Action’; ▪ ‘Reward & Recognition’; ▪ ‘Early Intervention’; ▪ ‘IE Shadow Executive Board’; ▪ International Problem Solving.
  13. 13. I am at my best when: • I trust people, and they trust me back • I am brave enough to speak out and hear back • I seek out and acknowledge the best in everyone • We join up and join together to make a difference • I take the lead and can make change happen • I am honest and courageous enough to show when I am vulnerable Culture Call ‘Organisational communication has reflected the new positive mood and people see a greater willingness to celebrate success’ Dr Valerie Gallow [Facing into Change: Culture Call at Immigration Enforcement] IES
  14. 14. Giving Back To The Community HMPO’s Customer Service Management Team (CSMT), based in Southport, are finalists in the UK National Customer Contact Centre Awards 2018 [‘Positive Impact on the Community’ Category – The Community 100 Volunteering Programme]. ‘Your team of people are great... really getting stuck into the job they have been given. They have been a great help and worked well alongside regular volunteers and staff. We have been so happy with this partnership and thank you for organising’ Queenscourt Hospice
  15. 15. External influence: The ‘start-up culture’: e.g. Hubble ‘Our office culture is built around the values of our business: empowerment, experience and empathy. We want to empower our team to do their best work without micro-management and strict hierarchies and make sure they have a great experience in the office.’ ‘However, it’s important to create the distinction between ‘corporate’ and ‘casual’. Corporate doesn’t mean you are super productive and casual doesn't mean you are a slob. .. Most corporate work environments are following suit, with the CEO of Blackstone, one of the biggest investment managers in the world, adopting a casual workplace...’ Tushar Agarwal, co-founder and CEO of Hubble
  16. 16. ‘Agile’ Teamwork
  17. 17. Agile
  18. 18. What about ‘Agile’ teams? ▪ Different Governance and Risk tolerance and management approaches; ▪ Planning is usually more visual, regular, ‘active’ and there is an increased need to solve problems by working together quickly; ▪ External communication of implications of the backlog is essential;
  19. 19. What’s different about working in an ‘Agile’ delivery team? Which elements did you experience? • Planning & running the team • Individual roles in the team/behaviours • Team development
  20. 20. Understanding & Managing Team Dynamics
  21. 21. Belbin Belbin Team Roles SHAPER COMPLETER IMPLEMENTER RESOURCE INVESTIGATOR CO-ORDINATORTEAM WORKER PLANT MONITOR EVALUATOR SPECIALIST Interpretation of source Belbin
  22. 22. S.C.A.R.F. In Leadership Communications ▪ Status – relative importance to others; ▪ Certainty – being able to predict the future; ▪ Autonomy – a sense of control over events; ▪ Relatedness – safety with others, of friend rather than foe; ▪ Fairness – perception of fair exchanges between people. “SCARF model by David Rock, co-founder, NeuroLeadership Institute, Sydney, Australia.“ First published in the NeuroLeadership Journal 2008’
  23. 23. Maintaining & Improving Team Productivity
  24. 24. High Performing Team Characteristics • Ambitious performance goals compared to ‘ordinary’ teams • Heightened sense of mutual accountability • Exceptional clarity of purpose • Willingness to challenge others and encouragement of risk to foster creativity/innovation • Independent and co-dependent range of knowledge, skills and understanding which are applied consistently well to facilitate successful task completion • Leadership and followership as demonstrable emergent and negotiated qualities/roles • Strong social cohesion which is purposely challenged in order to meet the task High Performance Teams exhibit a number of essential behavioural characteristics that allow them to out-perform other more ‘ordinary’ teams inside or outside their company. High Performance Teams are also fired by a deep-seated and highly tangible sense of purpose, reflected in the following characteristics – Cardiff Metropolitan University
  25. 25. Team Development Teams do not just become high performing because they have been given a common objective. “Great teams do not hold back with one and other. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses and their concerns without fear of reprisal” Patrick Lencioni, Author ‘The Five Dysfunctions of a Team’
  26. 26. Common Activities that Support Team Building Brainstorming Informal team building events Formal team building events Sprint - planning Time boxing Workshops Joint problem solving
  27. 27. Some of the Challenges Life cycle changes cause change in team dynamics – continued cohesion needs to be managed “Politics is when people choose their words and actions based on how they want others to react rather than based on what they really think” Patrick Lencioni, Author ‘The Five Dysfunctions of a Team’ Motivation and team dynamics can be impacted if career and personal aspirations are not being met A common well focused goal is important for developing teams – it can also be a weakness as projects are susceptible to change In larger teams – team development is delegated. Overall performance needs to be managed to retain consistency. As teams get larger the effort to maintain a team ethos increases
  28. 28. What Makes Teamwork Stall Fragmented Team "Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.“ Patrick Lencioni, Author ‘The Five Dysfunctions of a Team’ Lack of interest Resentment or misbehaviour of team members One person dominates the process Team is not motivated A team member is too quiet Over dependency on team leaderTeam is not producing Conflict and argument Too much accommodation / agreement
  29. 29. Further Reading Katzenbach, JR and Smith. D.K.,2005. The Wisdom of Teams. New York. N.Y. Harper Business Margerison C. and McKann, D. 1995 Team management: practical new approaches. 2nd edition. Didcot Management Books 2000
  30. 30. References ▪ http://thingsalittlebirdtoldme.com/ ▪ http://www.employment-studies.co.uk/resource/facing-change-culture-call-immigration-enforcement ▪ http://www.open.edu/openlearn/science-maths-technology/engineering-and-technology/groups-and-teamwork/content- section-0?active-tab=description-tab ▪ https://www.penguinrandomhouse.com/authors/62736/phil-jackson ▪ https://www.wiley.com/en-us/search?pq=patrick+lencioni%7Crelevance%7Cauthor%3APatrick+M.+Lencioni ▪ https://www.forbes.com/sites/erikaandersen/2013/05/31/21-quotes-from-henry-ford-on-business-leadership-and- life/#52829338293c ▪ https://khub.net/govpdc ▪ https://www.gov.uk/government/publications/project-delivery-capability-framework-for-civil-servants ▪ https://www.youtube.com/channel/UCulllraGmP2xPJrTkvF2lBA ▪ https://www.virgin.com/entrepreneur/how-tech-start-ups-have-redefined-idea-company-culture ▪ https://www.apm.org.uk/about-us/apm-5-dimensions-of-professionalism/ ▪ https://discover.office.com/catalysts-for-team-success
  31. 31. Thank You & Questions Find out more about our work: PeopleSIG@apm.org.uk @PeopleSIG

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