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© The Delos Partnership 2007 page 1
Vision and Strategy WorkshopVision and Strategy Workshop
Building a High Performance
Team to create the vision
© The Delos Partnership 2007 page 2
Presentation in pairsPresentation in pairs
• Take 5 minutes to find out about Age, background, previous jobs… Family, sports, hobbies…. Find out something about your “buddy”that the group would never have known
before• Present back to the group your
“buddy”
© The Delos Partnership 2007 page 3
Rules for living in a teamRules for living in a team
• A collection of people cannot be a team without rules and values that are always respected
• The rules will not be respected if they are not willingly accepted
• The rules will not be willingly accepted unless they align to an overriding common vision
© The Delos Partnership 2007 page 4
What are the rules for our group ?What are the rules for our group ?
Brainstorm the rules that we live by
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© The Delos Partnership 2007 page 5
Rules for BrainstormingRules for Brainstorming
• Do not criticise another’s ideas
• All ideas are welcome
• No sacred cows
• Create a large number of ideas at first
• Critique the ideas after all the thoughts are out on the table – or on the flip chart.
© The Delos Partnership 2007 page 6
Principles of performancePrinciples of performance
•A person performs better provided they are doing something which they like to do
•A team is balanced if it consists of people who have talents which complement each other
© The Delos Partnership 2007 page 7
The development of a teamThe development of a teamP
erfo
rman
ce L
evel
Cultural development
High performing team
A real team
Potential team
Working group
False dawn
© The Delos Partnership 2007 page 8
Belbin’s theoriesBelbin’s theories
Belbin developed some useful theories about teams :1. People naturally behave in certain ways, and a team
needs to have a balance of these different types of behaviour
2. Members of a team can exhibit several of these types of behaviour, but predominantly behave in a certain way.
3. Each type of behaviour has both a positive effect and a negative effect.
Nobody is perfect, but a team can beNobody is perfect, but a team can beNobody is perfect, but a team can beNobody is perfect, but a team can be
It is better to have a complete team, It is better to have a complete team, rather than a perfect one !rather than a perfect one !
It is better to have a complete team, It is better to have a complete team, rather than a perfect one !rather than a perfect one !
© The Delos Partnership 2007 page 9
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour However
1. Plant Creative, imaginative, unorthodox. Solves difficult problems
Tends to ignore incidentals and be too immersed to communicate effectively.
2. Resource Investigator
Extrovert, enthusiastic, communicative. Explores opportunities and networks with others.
Can be over optimistic and loses interest after initial enthusiasm has waned.
3. Co-ordinator
Mature, confident and natural chairperson. Clarifies goals, promotes decision-making and delegates effectively.
Can be seen as manipulative and controlling. Can over delegate by off loading personal work.
© The Delos Partnership 2007 page 10
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour However
4. Shaper Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage.
Can be easily provoked and ignorant of the feelings of others
5. Monitor Evaluator
Even tempered, strategic and discerning. Sees all of the options and judges accurately.
Can lack drive and lack inspired leadership qualities.
6. Team Worker
Co-operative, relationship focused, sensitive and diplomatic. A good listener who builds relationships and who dislikes confrontation
Can be indecisive in a crisis.
© The Delos Partnership 2007 page 11
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour However
7. Implementer Disciplined, reliable, conservative and efficient. Acts on ideas
Can be inflexible and slow to see new opportunities.
8. Completer-Finisher
Conscientious and anxious to get the job done. An eye for detail, good at searching out the errors. Finishes and delivers on time.
Can be a worrier and reluctant to delegate.
9. Specialist Single-minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of knowledge, the more dedicated the specialist.
Can stuck in their niche, with little interest in the world outside it and dwell on technicalities
© The Delos Partnership 2007 page 12
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour
1. Plant Creative, imaginative, unorthodox. Solves difficult problems
2. Resource Investigator
Extrovert, enthusiastic, communicative. Explores opportunities and networks with others.
3. Co-ordinator
Mature, confident and natural chairperson. Clarifies goals, promotes decision-making and delegates effectively.
© The Delos Partnership 2007 page 13
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour
4. Shaper Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage.
5. Monitor Evaluator
Even tempered, strategic and discerning. Sees all of the options and judges accurately.
6. Team Worker
Co-operative, relationship focused, sensitive and diplomatic. A good listener who builds relationships and who dislikes confrontation
© The Delos Partnership 2007 page 14
Nine “types” of behaviourNine “types” of behaviour
Description Behaviour
7. Implementer Disciplined, reliable, conservative and efficient. Acts on ideas
8. Completer-Finisher
Conscientious and anxious to get the job done. An eye for detail, good at searching out the errors. Finishes and delivers on time.
9. Specialist Single-minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of knowledge, the more dedicated the specialist.
© The Delos Partnership 2007 page 15
Qualities of _____________________Qualities of _____________________
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Their role in the team _________________
© The Delos Partnership 2007 page 16
Our teamOur team
Name Role
© The Delos Partnership 2007 page 17
For us to become a high performing team For us to become a high performing team we mustwe must
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