KMT Leadership and Management development programme

Module 3: Creating high performing teams

“In high performing teams the members are not only committed to the success of the team, they are also committed to each other”

Lucy Fernie – Organisation development and human resource consultant2013

We looked at: Difference between managing and leading Key leadership behaviours

◦ Intellectual◦ Cognitive ◦ Emotional ◦ Spiritual

Leadership, vision and mission Understanding yourself as a Leader Creating your vision

Recap: Leadership

Engaging others in your vision People’s levels of commitment Motivation Engaging rather than transmitting or telling Emotional intelligence:

1. Self-awareness2. Self-regulation3. Motivation4. Empathy5. Social skill

How to get ‘buy in’ Giving feedback

Influencing others…

To support managers to lead and manage staff to ensure competent, motivated & high performing teams that consistently deliver

above expectations.

Overall Purpose

1. Use evidence-based approach to target effective team development activities

2. Recognise the characteristics of High Performing Teams

3. Define the 4 key areas of activity that team managers can target to develop motivation at work

4. Understand the team leader’s role in team development, coaching and individual development of team members

Objectives

When does a group of people become a ‘team’?

A group of individuals who come together to work towards a vision. Individual skills Interdependent Responsible Mutual commitment Collective performance Common goalGreater than the sum of its individual parts

What is a team?

Forming Storming

Performing

Norming

Tuckman

Stages in Team Development

Action steps for managers

“Forming” to “Storming”

“Storming” to “Norming”

“Norming” to “Performing”

Belbin Team Roles

1970’s – Dr Meredith Belbin Research found ‘well balanced’ teams out

perform unbalanced teams. 9 clusters of behaviour people exhibit Now internationally recognised and used by

over 40% of The Times top 100 companies

High Performing Teams

High Performing Teams

Linking Skills

Who are we

Where are we now

Where are we going

How will we get there

What is expected

of us

What support do we need

How effective are we

What recognition do we get

Barriers to Team Performance

Organisational

Shortcomings

Leadership Shortcoming

s

Team Member

Shortcomings

Flip Chart & pens Pencils & paper 1 Egg Straws Sticky tape Scissors Ruler Table to work on

Team Exercise Examine what

motivates & de-motivates Teams

Create a free standing structure, 30cm tall that will hold your egg safely

10mins for the task

Motivation – 4 Key Areas

Feeling Valued

Development Opportunities

Recognising achievements

Providing Challenge

Effective Performance Management

Ongoing Process

Range of Activities

Facilitates Performance Improvement

s

Developing Capability

Managing Behaviour

Strategic & Integrated

Tools of Performance Management

Team Activities

Individual Activities

Measures

Compare your current performance management activities to the list of tools detailed below. Which activities need enhancing or introducing to ensure you have a comprehensive approach to Performance Management?

Performance appraisals Reviewing & Setting Objectives & Performance Measures Learning & Development Activities Regular Team & Individual Meetings Coaching Performance Problem Solving (Performance Improvement Plans)

 

Individual exercise

Current Performance

Under Performers

Competent

High Potentials

Competence & Commitment

Level of Competence Level of Commitment

Willing to PerformManager and Team Support

Unwilling to PerformManager Intervention

Employee does not know how to perform effectively

Requires basic role performance training & structured development from competent team

members

Individual not suitable for role and should not pass probationary period.

Employee knows how to perform effectively in theory but can’t in practice

Low confidence, requires support, encouragement and coaching from manager

and high performers

Individual in wrong role

Employee knows how to perform effectively and can practice

Ongoing coaching & development opportunities to maintain high performance.

Involve in colleagues development

Counselling with Performance Improvement Plan in place. May result in disciplinary action

if PIP not delivered.

Consider the competence and commitment of your current team. Plot them into the matrix

you have been given.

Individual exercise

Performance & Development appraisals Essential tool of performance management Dialogue about performance, Free flowing

conversation, range of viewpoints Review & Consider:

◦ Objectives◦ Competence & Skills◦ Training & Development◦ Future Performance Objectives

Agreed, documented & used

PDA Skills

Questioning Listening Delivering

Feedback

BOOST MODEL FOR FEEDBACK

BalancedObservedObjectiveSpecificTimely

Motivation – 4 Key Areas

Feeling Valued

Development Opportunities

Recognising achievements

Providing Challenge

Kolb’s experiential learning theory (KELT) 1984

Honey & Mumford Learning cycle and learning styles, 2006

Activists

'Have an experience "do"'

Reflectors 'Review" the experience'

Theorists

Draw conclusions from the experience "learn"

Pragmatists Plan the next steps 'Apply'

Group Exercise: 

You will be allocated 1 or more learning styles, in your groups, determine the

strengths and weakness of each preferred style and plan what type of

development activities you could initiate for the preferred styles and how you would adapt them to suit particular

styles.10 minutes

Mumford learning styles

Coaching

• Effective Coaching

Improves

• Employee Performance

• Ability & Motivation

Drives • Organisational Performance

• Business Results

Success

BENEFITS OF COACHING

GROW Model of Coaching

Goal

Reality

Options

Way Forward

Performance Management Summary

Feeling Valued

Development Opportunities

Recognising achievements

Providing Challenge

Individual Exercise:Which employees would benefit from coaching support? Which particular

performance areas/subjects would you like them to concentrate on?

Coaching in the workplace

Barriers to Team Performance

Organisational

Shortcomings

Leadership Shortcoming

s

Team Member

Shortcomings

1. Use theoretical knowledge to target effective team development activities

2. Recognise the characteristics of High Performing Teams

3. Define the 4 key areas of activity that team managers can target to develop motivation at work

4. Understand the team leader’s role in team development, coaching and individual development of team members

Objectives