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
Skill
s
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
an
ce im
pact
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 roles
shaper
implementer
completer/finisher
People-orientated roles
co-ordinator
team workerresource investigator
Cerebral roles
plant
monitor evaluator
specialistBelbin (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