Principles of Team Management

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					General Objectives
• To understand what is expected from you to successfully execute the Quality Improvement Management.
• Being able to identify the characteristics and requirements of a high performance team. • Gain insight and develop skills that allow to execute quality improvement projects.

Topics:
1. Role of the Leaders
2. Leadership Skills and Competencies 3. Leading the Team

4. Promoting Your Project 5. Stakeholder Analysis 6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles
10. Resolving Conflict and Differences

Roles of the Leader

The Role of the Leaders
1.Focus on the goal 2.Manage the team 3.Leading changes in processes 4.Show cost savings 5.Lead others to achieve results 6.Drive for results 7.Deal with difficult situations

Topics:
1. Role of the Leaders

2.Leadership Skills and Competencies
3. Leading the Team 4. Promoting Your Project 5. Stakeholder Analysis

6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Leadership Skills and Competencies

Leadership Competencies Model
Show determination to achieve excellent results Demands Top Performance

Finds Better Ways

Inspires Commitment

Develops Self and Others

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies

3.Leading the Team
4. Promoting Your Project 5. Stakeholder Analysis

6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Leading the Team

Leading the Team
….. Is about  Working to achieve the outcome  Ensuring all the team understand the project charter and what is expected of them  Advising and bringing out the potential and ideas of the group  Providing tools and techniques that get the work accomplished  Keeping the group on track  Drawing participation from everyone  Ensuring goals, targets deadlines are met  Supporting and directing ….. And not about  Fixing the problem  Judging comments of the group, liking some ideas better than others  Monopolising conservation  Taking sides on issues or people  Providing all the answers

Leading the Team
Skills and Knowledge  Knowledge of the process  Ability to apply appropriate tools and techniques  Dealing with disruptive people or difficult situations  Manage team dynamics  Interpersonal skills  Manage change  Assess your own performance Competencies  Show business focus  Applies diagnostic insight  Makes sound recommendations  Demonstrates leadership  Champions change  Works collaboratively  Fosters relationships  Values diversity  Speaks and presents with impact  Inspires trust

Leading the Team
Is there anything about working in team or dealing with difficult situations that you have found challenging?

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team

4.Promoting Your Project
5. Stakeholder Analysis

6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Promoting Your Project

Promoting Project
Components of Promoting Project • Problem / Issue • Benefits of doing the project • Where we are at now with the project • What it will look like when it is done • What others (stakeholder) can do for the project

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project

5.Stakeholder Analysis
6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Stakeholder Analysis

Stakeholder Person who has a vested interest in the outcome of your project

Stakeholder Analysis
• To identify those individuals and groups who have a vested interest in the project • To anticipate forces which will act upon the project • To agree upon pro-active measures to make sure all major “forces” are supporting the project • To use the analysis during the project to keep the stakeholders in the picture

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project
5. Stakeholder Analysis

6.Facilitating the Change
7. Effective Teamwork 8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Facilitating the Change

Facilitating the Change
The story so far……………… • Learned how to effectively lead the team • Recognized that people resist change • Appreciated the need to change the approach when dealing with different peoples

……………… and next • Making it happen-putting our new skills into action

Facilitating the Change
• Diagnose potential problems • Mobilize stakeholders’ commitment • Develop a plan (consulting others) to deal with any problems • Help people to adapt to the change • Execute change effectively • Maintain a resourceful state

Focus Factors

What I can control

What I can influence

What I can minimize

What I’ll ignore

Characteristics for Change Management
• Positive

• Focused
• Flexible

• Organized • Proactive

Change Readiness Checklist
• Accept what you cannot change, and put your energy into things you can control.

• Avoid wasting anger or energy on trivial matters. • Control your attitude and your perceptions of events and situations. • Remember that life isn’t fair. • Look at crises at work and at home as opportunities for growth and learning
• Learn to be flexible because change is the only “constant” • Spend time people who are positive and look on the bright side of life.

• Be pro-active

Reaction to change

• How do you react to change?

Managing Transitions
Ending
• Denial • Anger
• Sorrow • Letting go

Neutral zone
• Uncertainty • Anxiety
• Confusion

New beginnings
• Enthusiasm • Commitment
• Purpose

Leading through transitions
Individual change

1. DENIAL

4. COMMITMENT

2. RESISTANCE

3. EXPLORATION

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project
5. Stakeholder Analysis 6. Facilitating the Change

7.Effective Teamwork
8. Team Dynamics 9. Team Roles 10. Resolving Conflict and Differences

Effective Teamwork

What is a team

Sharing information Neutral Individual Random and varied

Goal Synergy Responsibility Skills

Collective performance

Positive Individual and common Complementary

Effective teams
Think of teams you are currently working on
• What is working well for the team? • What could be improved?

• What are the challenges for the company as the Team Leader?

Leading a Team – relationships
relationship power
High

STRONG

High

Trust Openness Honesty Integrity

Listening to others Empowering others Respecting others Getting inputs Developing teamwork Appreciating people

Team
Commitment

Low

relationship power

WEAK

Low

Leading a Team - Criteria
• Help members to get to know each other • Provide clear direction and purpose

• Involve members in developing plans • Clarify roles • and establish ways of working together

• Provide the information the team needs to get started

Characteristics of Successful Team
• Clear Goals • Clear Roles • Shared Responsibility
• Open Communication

• Mutual Respect • Flexible Adaptation
• Initiative

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project
5. Stakeholder Analysis 6. Facilitating the Change 7. Effective Teamwork

8.Team Dynamics
9. Team Roles 10. Resolving Conflict and Differences

Team Dynamics

Team Dynamics
First good data Breakthrough

Useful Discoveries

Next problem discovered Excited Satisfied Optimistic So-so Bored Impatient Discouraged Frustrated The first 3-4 weeks “Honeymoon” Early planning and training False start Need to replan the data gathering Meets resistance to proposed changes

Phased in the Development of the Project Team
1. Orientation phase 2. Disappointment phase 3. Solution phase 4. High productivity phase
5. Dissolution phase

Getting a team up to speed quickly
• Develop a team charter • clarify team purpose • Set interim measures and milestones • Appoint a facilitator • Set ground rules • Provide meeting management guidelines

• Hold quick ice breaking activities • Make team aware of inevitable stages of development • Encourage team to self assess their own functioning

• Clarify roles • Hold just in time, module specific training • Set up an integrated kick-off meeting
• With integrated training • And roadmap

What problems do team have?
• Participation are late • Lack of preparation • Lack of focus
• Influence of rank

• Wasted time • Dominating personalities
• Hidden agendas and turf protection • No decisions or follow through

Solution to Team Problems
• Participation are late
•Make meeting productive and efficient

•
• •

Wasted time
•Keep to the agenda

•

Dominating personalities
•Use belbin roles to provide focus

Lack of preparation
•Consult with team members before the meeting

•

Hidden agendas and turf protection
•Develop trust

Lack of focus
•Use understanding of belbin to provide focus

•

No decisions or follow through
•Give team members all the facts, use actions plans, and involve the team in decisions

•

Influence of rank
•Leave titles at the door

Conversation for learning
• Assume there are different ways
•To understand complex problems

• • • • • •

Assume your point of view in incomplete
•And misses some aspects of the situation

Regard your point of view as a theory
•To be explored with others

Search for integrative possibilities
•To meet completing interest

Actively seek others concerns
•And revise your plan in light of them

Use feedback to continually improve Search for data and views that might alter your opinion

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project
5. Stakeholder Analysis 6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics

9.Team Roles
10. Resolving Conflict and Differences

Team Roles

Team Roles - Belbin
Each team member always accomplishes different roles:
A functional role:
• You are there for the sake of a function in the organisation

A team role: • Your personal contribution to the team • A number of related behavioural patters, embodied in a natural way by a certain personality

Team Roles - Belbin
• Team with competent people often score badly because:
• A lot of discussion takes place amongst the members • They find it difficult to take decisions • Individuals still criticise each other afterwards • Individual talents consider themselves more important then coordinated teamwork

• Team score better when:
• They can determine the structure of the team themselves • There are less dominant figures present • There is a good chairman

Team Roles - Belbin
TEAM COACHES
SHAPER COORDINATOR

MONITOR EVALUATOR
RESOURCE INVESTIGATOR

PLANT

THINKERS
SPECIALIST

TEAMWORKER

NEGOTIATORS

COMPLETER FINISHER

IMPLEMENTER

WORKERS

Coordinator – team leader controls the team
Typical Features:
• Calm • Self-confident • Controlled

• Positive Qualities:
• A strong sense of objectives • Capacity for treating and welcoming all potential contributors on their merits and without prejudice

• Allowable weaknesses:
• No more than ordinary in terms of intellect or creative ability

Shaper – team leader and booster
Typical Features:
• Pushes for decision and action • Outgoing • Dynamic

• Positive Qualities:
• Drive and readiness to challenge inertia, ineffectiveness, complacency or self-deception

• Allowable weaknesses:
• Proneness to provocation, imitation and impatience • Intolerance towards vague ideas can overrun others

Plant – intellectual – original solutions
Typical Features:
• Individualistic • Serious minded • Unorthodox

• Positive Qualities:
• Genius • Imaginative • Intellect • Knowledge

• Allowable weaknesses:
• Up in the clouds • Inclined to disregard practical details or protocol

Resource Investigator – creative
Typical Features:
• Extroverted • Enthusiastic • Curious • Communicative

negotiator

• Positive Qualities:
• Capacity to contact people • Capacity to explore new things • Ability to respond to challenge

• Allowable weaknesses:
• Liable to lose interest once the initial fascination has passed

Monitor - Evaluator – intellectual analysis
of the problem
Typical Features:
• Sober • Unemotional • Prudent

• Positive Qualities:
• Judgment • Discretion • Hard-headedness

• Allowable weaknesses:
• Lacks inspiration or the ability to motivate others

Teamworker – internal negotiator
Typical Features:
• Socially oriented • Rather mild • Sensitive

• Positive Qualities:
• Ability to respond to people and situations • Ability to promote team spirit

• Allowable weaknesses:
• Indecisiveness at moments of crisis

Completer-Finisher – guarantees the
Typical Features:
• Conscientious • Orderly • Strong personality • Anxious
• Painstaking

delivery

• Positive Qualities:
• Capacity to follow through • Perfectionism

• Allowable weaknesses:
• Tendency to worry about small things
• Reluctance to “let go” • Intolerance towards people with a superficial attitude (or habits)

Implementer – effective organisor
Typical Features:
• Conservative • Dutiful • Predictable • Realist

• Positive Qualities:
• Organising ability • Practical commn sense • Hard working • Self decipline

• Allowable weaknesses:
• Lack of flexibility • Unresponsiveness to unproven ideas

Topics:
1. Role of the Leaders

2. Leadership Skills and Competencies 3. Leading the Team 4. Promoting Your Project
5. Stakeholder Analysis 6. Facilitating the Change 7. Effective Teamwork 8. Team Dynamics 9. Team Roles

10.Resolving Conflict and Differences

Resolving Conflict and Differences

What is Conflict
Conflict is a situation where two or more parties view each other’s needs, interests or perceptions as different from and incompatible with their own Conflict occurs because one or both parties are unwilling or unable to work together to understand their differences and then work to resolve them to each other’s mutual satisfaction.
The root cause is “differences:”

Basic facts about Conflict
• Conflict in unavoidable

•
•

Conflict does not have to be negative
It takes two to have a conflict

• •

Conflict exaggerates and distorts the issues, interest or needs Conflict is an energy that can be harnessed for team and organizational synergy, vitality and renewal.

5 Styles of Resolving Conflict
Style
• Ignore conflict because it will resolve itself in time. • Not do anything that might damage relationships
• Be agreeable and non-assertive. • Be cooperative, even at the expense of personal goals

Behavior
Non confrontational. Ignores or passes over issues. Denies issues are a problem.
Agreeable and non-assertive. Cooperative even at the expense of personal goals.

Justification
Difference too minor to worry about. Attempt to solve might damage relationships.
Not worth risking damage to relationships or creating disharmony

• Believe that I must win at any cost. Confrontational and assertive. • Prove my position is the best. Must win at any cost.

Survival of the fittest. Must prove superiority and be correct.

• Try and maintain good relationships, • Believe there is more that one good way to do anything.
• Be assertive and cooperative. • Openly discuss mutually beneficial solutions

Important that all parties achieve basic goals and maintain good relationships.
Needs of both parties are legitimate and important. High respect for mutual support. Assertive and cooperative.

No one person or idea is perfect. There is more than one good way to do anything. You must give to get.
When all parties will openly discuss issues, a mutually beneficial solution can be found without major concessions.

Conflict Resolution Model
Compete

Collaborate

Compromise

Avoid

Accommodate

Be flexible in your approach in resolving conflict

Conflict Resolution Skills
Strategy: PUSH (advocating)
• Used to confront unassertive, passive behavior, such as agreement, acquiescence, disguised as cooperation.

• Enables you to put forth your ideas, want/needs and feeling. • Helps you to clearly demonstrate your dissatisfaction and your intentions in the situation, break the inertia and create a positive change in behavior.

Conflict Resolution Skills
Strategy: PULL (inquiring)
• Used to confront aggressive, argumentative, steamroller behavior.
• Enables you to build cooperation by diffusing the emotion. • PULL when it is important to uncover information, build or maintain the other party’s self esteem, or identify the real issues underlying the emotion.

• Asking questions and listening diffuses anger, demonstrating your interest in the other party’s needs, maximizes the flow or information, and is the fuel to fostering creative solutions

Conflict Resolution Skills
Strategy: PLAYBACK (reflecting feelings and emotions, paraphrasing the facts)
• Enables you to test understanding, to confront and clarify differences. This builds esteem, clarifies understanding, and established common ground.
• Testing Understanding

• Confronting – clarifying differences.

Question & Answer


				
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Description: a module to provide basic understanding of the techniques, processes and tools for organizing and coordinating a group of individuals working towards a common goal