Leading for a Shared Purpose

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Leading for a Shared Purpose

• Module 3

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Objectives

• How to develop high performing teams
• Essential aspects of successful team working
• Speaker Oscar Donnelly
• Building resilience for self and others
• Looking forward fresh eyes and thinking
  differently

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Working in Teams

• The Psychology of High Performing Teams
• Social Task orientation
• Research into Team Effectiveness
• Team Characteristics, Experiences and
  Interactions
• Team Vision and Identity
• Clarity of Roles and Responsibilities
• Adding Value

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There are significant differences in the results
achieved by teams, both within companies and
between companies.
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Creating a High Performing Team
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Characteristics of High Performing Teams

• What are the key characteristics of a high
  performing team?
• What is your best experience of working in a team
  and why?
• How did the team interact with each other?

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Personal Value Statement
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Making the Case

• Aston Research
• Stages of Team Development

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What is a team?

• Ideally no more than 12-15 members who
• Have a clear task to perform
• Need to work together to achieve a task
• Have different and defined roles in the team
• Have a team identity
• Aston Team Consultant Programme

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Home teams Team communities

• Home team
• The team whose goals inform your work in all the
  other teams you may be involved in
• Team community
• A number of teams that need to work together to
  achieve a higher goal

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Real Team Working

1. Does your team have clear objectives?
2. Do you work closely together to achieve those
   objectives?
3. Do you meet regularly to review your performance
   and how it can be improved?

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Effective Teams

• Clear shared vision and objectives
• Role clarity
• High levels of team member participation
• Focus on quality and innovation
• Reflexivity reflection and adaptation
• Team member satisfaction and development
• Effective inter and intra-team relationships
• Clear leadership
• Aston Team Consultant Programme

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Team working and patient mortality
Mean mortality index
staff working in teams
Aston Team Consultant Programme
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Prediction

• A 25 increase in team working will be associated
  with 7.1 fewer deaths following emergency
  surgery.

Aston Team Consultant Programme
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Team working and mental health
Aston Team Consultant Programme
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Health care team innovation
Aston Team Consultant Programme
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Real Teams/Pseudo Teams
300 PCTs 50,000 respondents working in real teams working in pseudo teams
Organisational HS overall .41 -.43
of staff suffering injury at work in previous year -.30 .36
of staff witnessing potential harmful errors/near missus in previous month -.32 .30
of staff experiencing physical violence in previous year -.36 .34
of staff experiencing bullying, harassment or abuse in previous year -.29 .30
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Retention and turnover

• Within healthcare, those working in well
  functioning teams are more likely to stay working
  in their current organisation than those working
  in poorly functioning teams.

Aston Team Consultant Programme
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Anticipated benefits

• For the patient
• Improved access to services
• Improved quality of service
• For staff
• Increased opportunities to use and develop skills
• Improved job satisfaction
• Decreased stress levels
• Improved communication with related service
  groups
• For the trust
• More effective use of resources
• Improved satisfaction with services

Aston Team Consultant Programme
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Six Core Values of Human Interaction

• Wisdom and Learning
• Courage
• Humanity
• Justice
• Prudence
• Gratitude

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Things to Remember!

• Communicate more than you think you need to
• Engage at all levels as much as possible
• Provide clear, consistent, factual and fresh
  information
• Attend to rumours in whatever way you can
• Involving people in identifying the need for
  change gives them increased ownership and avoids
  the perception that change is imposed on them
• Help staff understand the implications
• Help the unhappy... dry your eyes is not
  acceptable
• Be prepared to react to issues raised and if
  necessary change tack

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Managing Change - Teams

• We trained hard, but it seemed every time we
  were beginning to form up into teams, we would be
  reorganized.
  I was to learn later in
  life that we tend to meet any new situation by
  reorganizing, and a wonderful method it can be
  for creating the illusion of progress while
  producing confusion , inefficiency and
  demoralization.
• Petroni Arbitri Satyricon AD 66

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Team Performance

• Where are you in terms of performance?

Social / Relationships
Task orientated
SportingEdge (2014)
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Team Performance

• Some possible actions for each

Social / Relationships
Task orientated
SportingEdge (2014)
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Stages of Team Development
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Psychology of High Performing Teams
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Charter

• Team Vision and Identity
• Role Clarity and Accountability
• Responsible, Accountable, Consulted, Informed

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Develop

• Trust
• Credibility Reliability Transparency
• Self Interest
• Credibility What you do and what you say
• Reliability Consistency between words, actions,
  behaviours
• Transparency Ability to communicate the truth of
  the situation (V Imp)
• What barriers prevent you building trust how do
  you overcome these barriers?

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Develop

• Constructive Conflict
• Discussion
• Constructive Conflict
• Banter
• Destructive Conflict
• Behavioural Code
• What 3 things frustrate you?
• What 3 things work well?
• What do the team need to do as a result of these
  conclusions
• What are the little things that will make or
  break this team?

Volatility
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Effective ? High Performing

• Create a vision and a purpose do you know where
  you want to get to?
• Create a climate of psychological safety
  encourages trust and reduces the fear of failure
• Establish role clarity what is the impact of
  your role on others?
• Review performance formally and informally

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Assistant Director Team

• AD Forum/Network
• Strong Unit
• Learning Community
• What would you gain from this?

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Reflections

• Challenges
• High Performing Teams
• Team Development
• Vision
• Roles Responsibilites
• What do we need (Team)
• What do I need (Individual)
• Short Medium Long Term

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Developing Own and Others Resilience

• Definition The basic strength under-pinning
  all the positive characteristics in a persons
  emotional and psychological makeup

Reivich and Shatte
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Why we need Resilience at Work

• Rapid changes in our environment
• Multiple changes occurring simultaneously
• Pressures to do more with less
• Greater workplace diversitywith diversity comes
  differences . . . which can lead to conflict

• Changing job descriptions
• The need to play multiple roles, wear multiple
  hats, and satisfy multiple customers in our jobs
• Trial by media
• Work/life balance OUT of balance

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Why we need Resilience at Work

• Increasing pressure to achieve higher levels of
  performance.
• Outsourcing, downsizing, and the fear of job
  loss.
• Project overload.
• Loss of control over our work.
• Uncertainty about the future . . .
• Because change is constant . . . Its how we
  respond to it that makes the difference

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Resilience re-sil-ience, From Latin resile
to leap back

• .the ability to recover from or adjust easily to
  misfortune or change
• .the capability of a strained body to recover
  its size and shape to bounce back after being
  subjected to adversity or stress.

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Some Factors in Resilience

• Relationships and Connections
• The capacity to make realistic plans and take
  steps to carry them out.
• A positive view of yourself and confidence in
  your strengths and abilities
• Skills in communication and problem solving
• The capacity to manage strong feelings and
  impulses

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Resilience A journey

• When change displaces us we need to
• Locate ourselves in the world again
• Find where and how we belong there
• Understand the purpose of this new place and this
  new role
• The displacement to be acknowledged by others for
  the difficulty it causes

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People who are most resilient in the face of
trauma display
three primary characteristics

1. They exhibit task orientated coping style
2. They have a deeply held belief in their ability
   to control the outcomes of their lives
3. They use their connections to others as a way to
   cope with their difficult situations

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Charles DarwinBritish naturalistc. 1809-1882

• It is not the strongest of the species that
  survive, nor the most intelligent, but the most
  responsive to change.

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How Resilient Are You?

• Questionnaire Identifies the characteristics,
  assumptions and thinking patterns of resilient
  people

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The Resilience Factor

• Emotional Regulation
• - Ability to stay calm under pressure
• Impulse Control
• - Controlling impulses
• Optimism
• - Believing things can change for the better
• Causal Analysis
• - Ability to accurately identify the causes of
  problems

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The Resilience Factor cont

• 5. Empathy
• - Ability to read other peoples cues to their
  psychological and emotional states
• 6. Self-efficacy
• - Represents our beliefs that we can solve the
  problems we are likely to experience and our
  faith in our ability to succeed
• 7. Reaching Out
• - Ability to remove the limits that we
  subconsciously place on ourselves

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Thinking Traps

• Jumping to conclusions
• Tunnel vision
• Magnifying and minimising
• Personalising
• Externalising
• Over-generalising
• Mind reading
• Emotional reasoning

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Improving Your Resilience

• Learn your ABCs adversity, beliefs,
  consequences
• Avoid Thinking Traps reduce vulnerability
• Detect Icebergs achievement, acceptance,
  control
• Challenge Beliefs clarify and solve
• Put in Perspective catastrophic thinking
• Calm and Focus reduce stress
• Real-time Resilience break the habit

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Resilience is a mindset

• Resilience is less about who we are than about
  how we think.
• Our mindsets or mental models directly
  influence and shape how we view the world and how
  we view ourselves in the world.
• This view of self, in turn, influences how we
  respond (our behaviours) to adversity and stress
  with a healthy/productive response or an
  unhealthy/unproductive response
• The strength of our resilience mindset and the
  force of our behaviours enable us to, in turn,
  influence or shape our environment.
• We can Learn to be Resilient

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Without Resilience ..

• Our anxiety, self-doubt, confusion, frustration
  can . . .
• erode our personal effectiveness and job
  performance
• create higher levels of mistrust and resistance
• negatively affect our personal health and
  well-being
• decrease our ability to find the hidden
  opportunity that is essential if we are to make
  the change work for ourselves and the
  organization
• stifle our creativity, innovation, and problem
  solving capacities
• make the next change that much harder . . .

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With Resilience you will be more able to..

• view change as an opportunity for learning and
  growth
• discover the upside of every change no matter
  how difficult or traumatic
• shape or influence the change such that it works
  with and for us
• handle multiple changes simultaneously
• help others through a change

• view setbacks not as fatal personal flaws or
  failures but as temporary states
• have the capacity to see beyond the stress,
  anxiety, confusion, and frustration of the moment
• view the larger picture and grander vision of the
  present and emerging future

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Strengthen Your Resilience

• Know whats important to you define your
  personal vision and your core values
• Reframe your mental models challenge your
  assumptions about yourself and others
• Identify what you can change/influence and what
  you cant and focus on what you can influence

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Strengthen Your Resilience

• Assume a proactive attitude
• Take care of yourself mentally and physically
• Reach out to others find new connections and
  strengthen existing ones
• Create/build a discipline that gives you the
  structure/stability and order you need

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The Four Agreements

• New understandings for a new life (especially
  during times of stress and change) . . .
• One Be impeccable with your word
• Two Dont take anything personally
• Three Dont make assumptions
• Four Always do your best

Don Miguel Ruiz
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Practical Approaches

• Personal Resources
• SSRI Review
• Personal SWOT analysis
• Work Value Cards
• Organisational Resources
• Appreciative Inquiry
• Coaching
• Role Negotiation
• Say What you See

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Way Forward