Getting the best out of your team by knowing them

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Getting the best out of your team by knowing them
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Last weeks HW!

• 3 things you could do to move your team forward
• 1 thing you can do tomorrow to set you on your way

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Objectives

• Ideas for knowing your team
• How to get the best out of your team
• Something you can do short/medium/long term

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Knowing your team

• How do you get to know your team?
• What do you want to know? over to you!
• What are their strengths?
• What are their aspirations?
• What are their motives?

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Some suggestions

• The danger of assumptions
• Observation
• Communication, but in a culture of low risk,
  openness and sharing

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Getting the best from your team Clear objectives

• A big picture view, broken down into
  short/medium/long term goals.
• Members know what their roles are, and can see
  how they contribute to the objective(s)

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Communication

• More than talking essentially about trusting.
  Leaders need to share bad news as well as good.
• Always be honest with the team!

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Team spirit

• Respect all equally
• Developing team spirit is ongoing. A team with
  high morale have fewer grievances, lower
  stress/illness, greater co-operation, lower
  turnover, openness, honesty and accept change

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Team dynamics the process of becoming a team
Tuckmans stages

• Forming behaviour driven to be accepted in team
  avoid difficulty and focus on logistics. We
  gather information about each other. A comfy
  stage, but not a lot actually gets done

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Storming

• Minor confrontations arise as important issues
  are addressed. Some will want to stay in the
  security comfort of stage 1.
• The leader needs to know this conflict is there,
  and will need to look for clarity to prevent
  conflict continuing

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Norming

• Having worked through conflict, the group know
  each other better and appreciate each others
  skills. This happens under careful leadership,
  but at this stage, the group can become resistant
  to change for fear of breaking up, or reverting
  to storm

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Performing

• Not all teams reach this stage. It involves
  flexibility and the ability to trust each other
  to work independently. Roles and responsibility
  shifts as necessary. Group morale is high, and
  everyone is equally task and people orientated.
  The comfort of the group means that energy is
  focused on the task

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Adjourning
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Strengths and diversity

• A great team is one where everyone recognises the
  strengths and skills and play to them.
  Occasionally, it may be necessary to take a role
  which is outside your skill set, but this should
  be the exception rather than the norm!

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Leader

• A great leader is respected by the team, and
  relates well to management.
• Leads by example, with integrity, and enables
  others to fulfil their potential. They give
  training and promote development.

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Models of leadership

• Good leaders are born
• Good leaders emerge out of a crisis or important
  event
• Good leaders develop the skill of leadership
  transformational leadership

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• When someone is deciding whether they respect
  you, they do so by observing what you do, rather
  than considering your attributes
• Activity based on your opinions of leaders

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• Respected leaders concentrate on
• What they are (beliefs, vision)
• What they know (task requirements)
• What they do (motivating, directing)
• What do you want to convey?

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Responsibilities of a leader

• To be honest, to create culture
• To draw the team together
• To be a role model
• To guide, motivate, coach, focus
• To face tough decisions, to risk take
• To celebrate team and team member accomplishments

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Language of a great leader

• I admit I made a mistake
• You did a good job
• What is your opinion
• Please
• Thank you
• We

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Coming together is a beginning.Keeping together
is progress.Working together is success.