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Developing Champion Teams

Building a Champion Team

Why are teams important?Strategies to motivate and develop a teamStrategies to deal with problems within a

team

Leadership: Those with leadership roles in the firmPersonal leadership within circle of influence.

The Ideal Work Team

Purposefully working togetherShared goalsAcceptance of differences and contributionsPeaceful resolution of differencesSupportedSharingCo-operationNon-threatening and not constrained by fear.

Essential Components of a Champion Team

Vision, mission, goals, normsPrioritiesResponsibilitiesBudget and resourcesRecognitionQuality as normRegularly revisit all of the above.

What Makes a Team Successful?

Organisation thatEncourages collaborationValues service, discussion, learningManagers thatShare these valuesSupport these values practicallyTeam thatHas clear goals, norms, understandings.

Problems with Professional Teams

Independent and autonomous by nature – Often prefer to work alone and be responsible for own efforts.

Find team work difficult, annoying, a “waste of time”.

Want to “get on with the job”

Advantages of Fostering Champion Teams

Synergy of collective wisdom and energyCatalyst for interaction and supportStrengthen the organisationGeneration of ideas and innovationMarketing – strong and talented team

Building the Team: Challenges

“Coming together is a beginning. Keeping together is progress.” Working together is success.” ~Henry Ford

Leadership and commitmentInformation and communicationTrainingInfrastructureRecognition and rewardsResourcesMeasurement

Building the Team: The Role of a Leader

Recognise the strengths and weaknesses within the team and work to their strengths.

Talk the talk and walk the talkBe prepared to improve personal leadership

skillsRecognise and reward quality performance.

Building the Team: Be an Observer of People

Is everyone singing off the same song sheet?

What’s happening with group decision making?

What’s happening with task functions?What’s happening with morale and

relationships? Who needs training? – Awareness, skills,

communication, personal leadership skills.

Motivating Your Team

Dissatisfaction usually stems from the working environment.

Satisfaction usually stems from the work itself.

Motivate and Develop Through Delegation

Team building Sharing responsibility Sharing opportunities for

achievement and development.

DelegationFoster responsibility and

confidence.“Hold the ladder”

Motivate and Develop Through Feedback - Motivational Feedback

Immediately after performance of taskGain confidence and feel successfulCan also be earshot praise, third party

recognition or formal rewardMust beProperly timed. No advice at the same time!Focused on specific task performanceAppropriate to the situation.

Motivate and Develop Through Feedback- Developmental Feedback

Developmental feedbackJust before next performance of taskSupport, not criticism, to help them increase

competenceClear description of action, with non-blaming

language, followed by suggested action.Unambiguous languageCheck they have understood.

Motivate and Develop through Performance Reviews

Forward looking – Set goals for future work and career development

Identify areas of improvement Set challenging but achievable goals in

aspects of work especially team issuesIdentify learning goals to support career

goalsUse coaching style.

Personal Management Strategies

Listen well but don’t take on their problemsDevelop a norm – If you bring a problem

bring a solution too. Accept a written report of a problem, but

verbal discussion is far more effective.Expect and model excellent communication

skills.Don’t take on unreasonable tasks or

responsibilities, or expect others to do so.

Dealing With Conflict

Ongoing conflictIgnore it and it will go awaySolve it and present solution

Winner and loserSeek consensus

Frank discussion No winner or loser Work together on another

problem

Preventing Conflict

Check balance of roles in the team.Watch for people in the wrong role.Involve team in decisions that affect them.Ensure expectations and goals are

understood by everyone.Avoid creating win/lose situations that cause

resentment.

Team Discussion

Clear objectives?Chance to contribute to setting objectives?Support in tough times?Open expression of true beliefs and opinions?Learning not blaming?Effective meetings with full participation?Sufficient time to plan for the future? Genuine desire for consensus?

Collective Decision Making

Discussion then vote = winners and losersMeeting of minds = consensus

“I might not agree with all the details but I agree with the broad thrust of the decision.”

Takes longerIssue is explored fully therefore usually a

better decisionEach team member is more committed to

implement the actions required.

Beware “Group Thinking”

Wanting to achieve consensus overcomes the desire to analyze, consider, think broadly etc.

Consequences Objectives aren’t fully considered Superficial assessment of options Risks are not examined thoroughly Previously rejected options are not re-examined Adequate high quality information isn’t sought Contingency plans aren’t prepared Selective bias in evaluating data is evident.

Leadership in Team Discussions

Leadership most evident in group interactions.

Allow time for constructive discussionEncourage deep analysisStrive for collective ownership of

ideas/goalsSeparate ideas from personalities, facts

from beliefsIdentify options; weigh pros and consSteer team towards group conclusion.

Leadership in Team Ideas Generation

BrainstormingIdeas generation – You can’t be creative

and critical at the same time.Reflect on responsesEvaluate the process Decide on 2 or 3 ideas that can be

implementedNorm: “Don’t commit if you can’t do it, but

if you do commit you must do it.”

Establish Ongoing Team Norms

The Team is still a team even when apartSharing best practice – Lifelong learnersAutonomous in own work but still a team

playerKeep colleagues informedLeadership not intrusive but will remind them

about agreed norms.

Challenges for Leaders

Give authority and freedom but within agreed objectives and norms

Get the best out of the team but enable each individual team member to excel

UnderperformersGreat professionals who are poor team

playersInterpersonal disagreements between

colleaguesCrises

Dealing with Underperformers

Change must come from withinMeeting to discuss the behaviour and issuesSeek agreement to make changesSet goals and action steps with time framesPeriodic discussion to review progress.

Remember: What you overlook you accept!

Dealing with Reluctant Team Players

Developmental feedback or motivational feedback if you get an opportunity.

Describe the behaviour that causes concernExplain benefits for changing behaviourAsk person to suggest solutionsHave followup discussions

Remember: The organisation’s core values and goals should come before the individual.

Dealing with Interpersonal Disagreements

Bring them together and act as mediatorDescribe behavioursConcentrate not on issue but on what is

preventing normal interactionListen to each perspectiveIndicate points of disagreementAgree on simple actions and dates for reviewSupport with professional development.

Dealing with a Team Crisis

Ascertain facts and separate fact from rumour

Get the communications rightBe honest and openGive some positive slant if possible to

improve moraleBe decisive.

Qualities of Healthy Work Teams

Balance of reason and emotionUnderstanding others perspectivesCommunication leading to understanding

and trustTrust built through reliabilityMotivation not coercionColleagues know they are valued and

acceptedSeparate people from problemsBe constructive in all interactions.