Audiences Northern Ireland

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• Audiences Northern Ireland
• Getting good performance from teams
• 20th September 2006

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• 10.30am Understanding how teams work
• 11.45am Coffee
• 12 noon Motivating your team
• 1.15pm Lunch
• 1.45pm Learning through experience
• 3.00pm Tea
• 3.15pm Dealing with difficulties
• 4.30pm End

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• Introductions
• Your name
• Your organisation
• What team(s) you lead
• What team(s) you are part of

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• Session 1
• Understanding how teams work

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• Management is the efficient, effective and
  economic use of resources to achieve results with
  and through the efforts of other people.

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• Why bother?
• Discuss your experiences of being a team member.
• What were the benefits?
• What were the drawbacks?

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• Typical plus points
• Synergy
• Better decision making
• Faster decision making
• Commitment to implementing decisions
• Utilising the many skills and abilities of team
  members
• Overcoming weaknesses and building on strengths
• Reducing unproductive competition
• Sharing knowledge
• Fostering communication
• Achieving common goals
• A learning experience for team members

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• Typical drawbacks
• Time consuming
• Potential for conflict
• Group-think (the drive for consensus at any cost,
  which suppresses dissent and appraisal of
  alternative courses of action
• Tendency of individuals in a group to take
  greater risks than if they were operating on
  their own (risky-shift)

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• Stages of team development

Forming
Mourning
Storming
Norming
Performing
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• FORMING
• Icebreaking session
• Make sure everyone introduces themselves
• Establish a clear direction and goals
• Identify the resources available to the team
• Build a supportive environment
• Clarify individual roles, expectations and
  objectives
• Identify relevant individuals outside the team
• Get the team doing things together

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• Stages of team development

Forming
Mourning
Storming
Norming
Performing
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• STORMING
• Redefine the team leaders role
• Clarify the roles, responsibilities and
  expectations of individual members
• Promote real listening
• Establish procedures and team processes
• Deal openly with conflict
• Agree a problem-solving rationale
• Reassure that this stage is normal
• Provide positive feedback
• Manage conflict constructively and identify the
  issues
• Stay relaxed and calm
• Act as a good role model
• Try to move the team from testing and proving
  to a problem-solving mentality
• Delegate and give team members responsibility for
  their own actions

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• Stages of team development

Forming
Mourning
Storming
Norming
Performing
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• NORMING
• Discuss team dynamics
• Focus on team goals and objectives
• Confront issues and resolve them
• Reclarify roles and responsibilities
• Ask for input rather than telling
• Give constructive feedback on teams progress to
  date
• Arrange training and coach good team working
• Demonstrate give and take in their behaviour

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• Stages of team development

Forming
Mourning
Storming
Performing
Norming
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• PEFORMING
• Coach team members
• Be even more open
• Admit to their own failings
• Ask for support
• Give support
• Seek out feedback
• Delegate and give recognition for individual and
  team success
• Let go
• Make team members aware of their progress
• Celebrate success

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• Stages of team development

Forming
Mourning
Storming
Norming
Performing
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• MOURNING
• Celebrate success
• Have a closing-down party
• Recognise and reward great performance
• Remember everyone in the team
• Arrange a review meeting
• Plan for known team changes see this out and
  let the whole team know
• Re-evaluate current roles and responsibilities
  can people more around and/or do they want to?
• Dont try to replace old team members with exact
  replicas new members will bring fresh skills to
  the mix
• Consider adopting a buddy or mentoring scheme
  to ease the new member into place
• Remind current members of the phases of team
  development
• Take action to help the team come to terms with
  change

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• Consider the characteristics of effective teams
• What might you do to accelerate the development
  of a team?

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• Session 2
• Motivating your Team

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• Motivation
• The force or process which causes individuals to
  act in a specific way

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• Cycle of motivation

Needs
Satisfaction
Effort
Performance
Rewards
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• Thinking about your own experiences
• Share an occasion where your needs followed this
  cycle, and one where they did not.
• What are the implications for this for us as
  managers seeking to get good performance?

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• Maslows hierarchy of needs

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• How do these needs translate to the workplace?

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• Linking theories with practice
• Deciding what you are going to
• Stop doing
• Start doing
• Do more of

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• Session 3
• Learning through Experience

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• The great egg drop.

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• Think about the life cycle of your team

Forming
Mourning
Storming
Norming
Performing
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• Think about what motivated you.
• Links with Maslow?
• Links with Hertzberg?

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• Belbins team types

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• Belbins 5 principles for managing teams
• Members of a team contribute through their
  professional role and their team role.
• The teams effectiveness depends on the extent to
  which members correctly recognise and adjust
  themselves to the strengths of others in the
  team.
• Each team needs a balance of team roles,
  determined by the teams goals.
• Personal characteristics fit well for some roles
  and limit ability to succeed in others.
• Only when a team has a balance of team roles can
  it reach peak performance.

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• Session 4
• Dealing with difficulties

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• Scaling the wall of resistance