MedRecruit Leadership Programme - 8 - Creating an 'A' Team
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The document discusses how to create an "A Team" through clarity, selection, training, and engagement. It emphasizes that an "A Team" with a strong culture and strategy is key to success. The document provides guidance on defining what makes an "A player," identifying performance gaps, and engaging team members by showing them how their work matters, enabling their effectiveness, rewarding top performers, encouraging innovation and growth. The goal is to develop a team that leaders want to follow.
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MedRecruit Leadership Programme - 8 - Creating an 'A' Team
- 1. Crea%ng an ‘A’ Team ‘A’ Team + Culture + Strategy = Success Dr Sam Hazledine
- 2. Crea%ng an ‘A Team’ • Clarity – What ‘A’ looks like – What ‘B’ and ‘C’ look like • Selec;on/recruitment • Training • Engagement We are going to focus on what every leader here can directly influence
- 3. Get clarity • Define what ‘A’ looks like: – Performance – KPIs – Culture – Character – Ambassador – systems – Skill – Will -‐ Fit • Rate: – Yourself – Your team
- 4. Iden%fy the gap • For you • For your team – Show them what ‘A’ looks like – Show them what they need to improve • Put in place a plan to address the gap
- 5. Engagement • Yale: managers with strong emo;onal connec;ons had 30% less regreRable turnover – Make it a priority • How?: 1. 2. 3. 4. 5. 6. 7. Show them how their work maRers Enable them to be more effec;ve in their job Reward the ‘A’ players Include people Encourage innova;on Encourage growth Be the leader your team wants to support and willingly follow
- 6. 1-‐ Show them how their work ma@ers • Be clear on the values of the organisa;on • Talk about the meaning of their work – ‘why’ – For them – For others • Help them to feel personally aligned with the organisa;ons values and vision
- 7. 2 – Enable them to be more effec%ve in their job • • • • Listen to them Ask for feedback Act on feedback Provide the best tools you can
- 8. 3 – Reward the ‘A’ players • Dispropor;onately reward the ‘A’ players – those who take ac;on and get results
- 9. 4 – Include people • Make people feel like insiders • Know that each person has strengths
- 10. 5 – Encourage innova%on • • • • New approaches Take risks Learn from failure Talk about possibili;es for the future
- 11. 6 – Encourage growth • Provide high-‐performance challenges – get people to stretch • Support decisions once made • Coach and mentor people • Provide educa;on opportuni;es • Help people achieve what’s important in their lives
- 12. 7 – Be the leader your team wants to support and willingly follow • Treat people with respect and dignity • Follow through on promises and commitments • Show ‘A’ by example • Celebrate accomplishments • Shared dream of the future
- 13. Assignment • ‘A’ players – Map out an ‘A’ Player • • • • • Performance Culture Character Ambassador Skill – Will -‐ Fit – Decide if you are an ‘A’ player in all areas • Be honest • Iden;fy what you need to move to ‘A’ – Email me your areas to improve to be ‘A’ and your plan • Engagement – Show them how their work maRers • Day-‐to-‐day • Mee;ngs • Other? – Ask for feedback • Share it in your feedback – Be inclusive • How can you do that?
- 14. Summary • Team and culture and the most important things to drive results • Starts with clarity – ‘A’ players • Selec;on and training • Engagement – Because ‘A’s can become ‘B’s then ‘C’s if poorly engaged
- 15. Success as a leader… “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” Jack Welch