Learning Event 3 15 th October 2013

Learning Event 3 15th October 2013

Redcar and Cleveland Public Health Team and Tees Valley Public Health

Shared Services

Leading Health and Wellbeing Programme

“All models are wrong, but some are useful”

William Deming

Katzenbach’s (1993) definition of a team:

A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves

mutually accountable.’

What are the characteristics of an Effective Team?

When you are in a team that lacks these characteristics, what can you

do to improve the team? (action plan)

Criteria for Effective Teams• Clear and Measurable performance goals• Roles and Assignments that are accepted by team members• Climate of Trust, psychological safety and support• Open and participative communication environment• Effective problem solving and decision making• Supportive leadership• Constructive handling of conflict• Supportive and organisational culture and structure• Ability to monitor performance and make needed changes

Dyer et al. 2007 ‘Team Building Proven Strategies for Improving Performance’

Focusing on team basics

Katzenbach and Smith (1993)

Problem solving

Technical/function

Interpersonal

Mutual

Small number of people

Individual

Specific goals

Common approach

Meaningful purpose

Skills

Accountability

CommitmentCollective work products

Personal growth

Performance results

The Team Performance Curve

Katzenbach and Smith

Working group

High-performing

team

Real team

Potential team

Pseudo-team

Team effectiveness

Perf

orm

ance

impa

ct

Work groups have a strong individual focus and teams have a strong collective focus. The individual is not lost on a team, but that person's work is coordinated to fit in with the greater good.

Team concerns are much more focused on the outcomes of the overall unit rather than an individual's accomplishments.

“Nice Teams Finish Last”

• Don't rock the boat. Don't make waves. Don't offend anyone - but over-politeness keeps teams from being productive.

• Encourage skills such as constructive criticism, honest communication, and the kind of conflict that drives innovation and quality without hurting feelings or creating enemies. From giving clear, sharp feedback, to effectively challenging others

Effective Teams - Belbin

A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them.Dr. R. M. Belbin

Belbin – Team Roles CategoriesAction-orientated rolesshaper

implementercompleter/finisher

People-orientated roles

co-ordinatorteam workerresource investigator

Cerebral rolesplant

monitor evaluatorspecialist

Belbin (1993)

Valuing the Difference

• Outward looking- Plant, Resource Investigator, Shaper

• Inward looking – Implementer, Monitor Evaluator, Team Worker, Completer, Specialist

Some Thoughts on Leading Teams

• Show genuine concern for others• Ability to communicate and inspire• Decency• Humanity• Humility• Sensitivity• Respect for others Professor Beverley Alimo-Metcalfe summarises the seven qualities as the leader being a servant

not a hero