Unit 4: The Roles People Play in Teams
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This document outlines the contents of a training on team roles and dynamics. It includes 6 units that cover characteristics of high performing teams, stages of team development, tools for leading teams, roles that people play in teams, managing conflict and negotiations, and developing team culture. Unit 4 focuses on the roles that people play in teams and encourages participants to rethink how they and their teammates contribute based on preferences and strengths.
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This document discusses the roles that people play in teams. It covers several units related to team development and performance, with a focus on Unit 4 about the roles people play. Some of the key roles discussed are advising, innovating, promoting, developing, organizing, producing, inspecting, and maintaining. The document also introduces several models and tools for understanding team roles, dynamics, and preferences, including the Types of Work Wheel, TMS methodology, and predicting preferences based on relationships, information, decisions, and organization.
Unit 4—Getting the Very Best from People
The primary task of a leader is to get the very best from each of his or her team members. How can this be done? What makes people tick? What do I need to do as a leader to create the motivational climate for team members to flourish and give of their best? Some practical and easy to implement ways of enhancing performance are covered.
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Hire On Future Potential Or Past Performance
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
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This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
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Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
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Five Conversations Framework
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
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Learning and Development: To identify and support future learning opportunities.
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The Three Key Elements of Productive Working Relationships in Teams
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Characteristics of Team Identity
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
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In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
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The Eight Characteristics of High Performance Teams
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Maximizing Feedback for Maximum Effect
The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Giving Remote Feedback
Feedback is challenging face-to-face. But remote feedback is even more challenging.
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Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Ingredients Of Effective Feedback
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
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Unit 4: The Roles People Play in Teams
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au The Roles People Play in Teams
- 2. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture
- 3. The Roles People Play in Teams • Re-think and Re-align • Shared Leadership to maximise contribution • Task & Relationship • Ask questions, interact A chance to think about yourself and your teams in a different light
- 4. Charles Margerison & Dick McCann How we learn? How we get the job done ? TMS: Our story
- 5. Process + People = Performance The power of preference Task + Relationship = Teamwork
- 7. Through researching the question: ‘What do successful teams do?’ Margerison & McCann identified 9 key success factors that form the basis of outstanding teamwork.
- 8. Margerison McCann Types of Work Wheel
- 9. What does a barista need to do to be amazing? Real Stories
- 10. Understanding the Types of Work Wheel
- 12. By combining the model of Work E F SB A C PI with the model of People…
- 14. Complete your questionnaire Link with your coach Manage your details Apply your knowledge Read your Profile Share your Profile Your TMP Hub
- 15. Chris Us Jane Major Roles Real Stories
- 16. Process + People = Performance What does this mean for us? Task + Relationship = Teamwork Real Stories
- 21. Understanding the Types of Work Wheel
- 22. Process + People = Performance What does this mean for us? Task + Relationship = Teamwork
- 23. The Roles People Play in Teams • Re-think and Re-align • Shared Leadership to maximise contribution • Task & Relationship • Ask questions, interact A chance to think about yourself and your teams in a different light
- 24. Your homework Observe your team this afternoon, how do they communicate? What are their preferences? Consider using these preferences.
- 25. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture