One Airbus – session 2

@ Airbus

Contact Vista Employer Services Ltd. 321 Wilmslow Road, Cheadle, Cheshire, SK8 3PW E. info@vista-online.co.uk T. 0330 053 9345 W: www.vista-employer.co.uk

Vista Delegate Workbook

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Hello! Welcome to today’s session. It’s been a little while since session one so firstly we are going to consider what has been happening within the team since we last met, the highs, the pressure points and how you have worked together to overcome any obstacles. We will then continue our journey by looking at resilience, what is it and what we can do to build it. Communication is a key skill that will help you in any situation so we will be looking at when this breaks down, the effects and how we can be more effective in the real world. Finally, today we’ll look at how the team is developing and conduct a health check to see which areas we need to work on developing actions to take away. This course will explore how we can become ‘One Airbus’, giving you the knowledge, skills and tools to help you assess if you need to adapt your behaviour and approach to fulfil this. We are very much looking forward to working with you. We hope you enjoy the course! The Vista Learning Team

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One Airbus - session 2

Pressure points What have been your pressure points / triggers since we last met?

What did you do to overcome them?

What could you have done?

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One Airbus - session 2

What is resilience?

Definition:

The ability to withstand or recover from difficult conditions

Characteristics of resilient people

• Emotional regulation (staying calm under pressure)

• Impulse control (delaying reaction)

• Optimism

• Problem analysis

• Self-belief

• Empathy with others

• Step out of their comfort zone

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Circle of Concern / Circle of Influence

Circle of influence

Circle of concern

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Building resilience

What could you do?

1. Avoid seeing crisis at unbeatable problems 2. Accept that change is part of living 3. Move towards your goals 4. Take decisive actions 5. Look for opportunities for self-discovery 6. Nurture a positive view of yourself 7. Keep things in perspective 8. Maintain a realistic optimism

What else could you do?

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Coffee machine coaching

1. Ask the individual to describe the current situation or problem, with specific examples and a small amount of relevant background.

2. Ask them to describe what they would like the outcome to be – paint as specific a ‘picture’ as possible of how things would be if they had sorted out the problem. Do not try to solve the problem but note down any emerging ideas.

3. Ask the individual to list all the obstacles/blocks that lie between 1 and 2. Sort into three groups:

• Blocks that exist in them (lack of skill/knowledge, low motivation, attitude, etc.)

• Blocks that exist in others (anxious customer, manager stressed and panicking etc.)

• Blocks in the situation (inadequate resources, shift in deadlines, etc.)

4. Identify possible ways around these blocks, and possible next steps. Agree an approach, actions and timing.

ProblemDesired

outcomeBlocks

Possible solutions

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One Airbus - session 2

The communication process

Where does communication break down?

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The Betari box

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Teams The following three interlocking circle model, developed by John Adair, demonstrates how individuals, teams and tasks are interdependent.

T.M. John Adair The three circles in Adair's model overlap because: 1. The task needs a team because one person alone cannot accomplish it. 2. If the team needs are not met the task will suffer and the individuals

will not be satisfied. 3. If the individual needs are not met the team will suffer and

performance of the task will be impaired.

Build and maintain the

team

Achieve the task

Develop the

individual

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Team health check Successful teamwork is a blend of three key ingredients: ◼ Achieving the task ◼ Harmonising the team ◼ Developing individuals

The starting-point is to determine exactly which aspects of the team need improving. To help with this we have developed this evaluation which invites you to consider different aspects of the team – what you achieve and how you do it.

So, use the next page to assess your current state in these three key areas.

Work down the three lists and tick one of these two columns.

✓ Strength ? Not Sure

Use the ‘Strength’ column to identify those aspects of the team which are going well.

Use the ‘Not Sure’ column for those attributes which you know you should work on, or which you suspect you might need to improve.

Working through this process will highlight those aspects you particularly need to focus on to ensure your team is successful.

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Achieving the Task

✓ Strength ? Not Sure ✓ ?

1 We fully understand our role and have goals and objectives.

2 The team is confident it’s doing what management expects.

3 The team has effective and meaningful performance measures.

4 We regularly and consistently meet all performance targets.

5 We have excellent relationships with our customers and suppliers.

6 We solve problems in a logical and structured way.

7 We really find the root causes of problems.

8 People look beyond what they’re currently doing and see the wider picture.

9 Everyone is committed to continuous improvement.

10 The team really takes ownership for implementing changes.

11 We implement sustained improvements to practices and procedures.

Action points

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Action points

Harmonising the Team

✓ Strength ? Not Sure ✓ ?

12 The team works well together.

13 We use the available time most effectively.

14 We recognise wasted effort or materials when we see it and work to reduce it.

15 The team structure and organisation are right for what we do.

16 The environment and working conditions promote effective teamwork.

17 We regularly review and improve our processes.

18 Team meetings are well structured and effective.

19 We manage projects effectively.

20 The team receives praise for efforts or results.

21 The team is well motivated with a buoyant team spirit.

22 People trust each other readily.

23 Discipline – ‘rules’ are seen to be fair and readily followed.

24 Conflict is handled quickly and effectively.

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One Airbus - session 2

Developing Individuals

✓ Strength ? Not Sure ✓ ?

25 People really understand their role and what’s expected of them.

26 Everyone has objectives to achieve.

27 People are encouraged to look beyond their current tasks and consider the future.

28 Individuals are really committed to change.

29 We help people to assess their own training or development needs.

30 We positively encourage people to develop new skills.

31 We create an environment which releases people’s natural creativity.

32 We confront issues or feelings in a positive or helpful way.

33 Grievances are handled quickly and sensitively.

34 We publicly acknowledge people’s successes.

Action points

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Action points What are you going to commit to doing?

Stop Continue Start

So, as a team what are you committing to?

Stop Continue Start

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Notes

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Notes

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The notes in this workbook is intended to give an introduction to employment law – please do not rely upon them as being detailed enough to amount to legal advice. If you need legal advice, please contact your HR team. These notes describe the law at 1st April 2018. COPYRIGHT NOTICE @ 2018 Vista Employer Services Limited. All Rights Reserved. Copyright and other intellectual property rights in the whole and every part of these materials belong to Vista employer Services Limited (‘Vista’) and may not be used, sold, licensed, transferred, copied or reproduced in whole or in part in any manner or form in or on any media by any person without Vista’s prior written consent. These materials do not amount to specific training or advice by Vista and Vista is not responsible for any use or reliance of these materials without the specific direct delivery by Vista of the overall training services. Warning: The doing of an unauthorised act in relation to these materials may result in both a civil claim for damages and criminal prosecution.

Contact Vista Employer Services Ltd. 321 Wilmslow Road, Cheadle, Cheshire, SK8 3PW E. info@vista-online.co.uk T. 0330 053 9345 W: www.vista-employer.co.uk

Delegate Workbook - 2018