Being a Great Team Leader - Imperial College London

Being a Great Team Leader

Key Learning Objectives

u Identify elements of effective and ineffective team leadership and how to optimise team performance

u Discuss methods to support reps in their roles and engage them throughout the year

u Gain confidence in managing conflict within teams and techniques of conflict resolution

Team Effectiveness – Belbin team rolesResource Investigator

Strengths: Outgoing, enthusiastic. Explores opportunities and develops contacts.Allowable weaknesses: Might be over-optimistic, and can lose interest once the initial enthusiasm has passed.

Teamworker

Strengths: Co-operative, perceptive and diplomatic. Listens and averts friction.Allowable weaknesses: Can be indecisive in crunch situations and tends to avoid confrontation.

Co-ordinator

Strengths: Mature, confident, identifies talent. Clarifies goals.Allowable weaknesses: Can be seen as manipulative and might offload their own share of the work.

Plant

Strengths: Creative, imaginative, free-thinking, generates ideas and solves difficult problems.Allowable weaknesses: Might ignore incidentals, and may be too preoccupied to communicate effectively.

Monitor Evaluator

Strengths: Sober, strategic and discerning. Sees all options and judges accurately.Allowable weaknesses: Sometimes lacks the drive and ability to inspire others and can be overly critical.

Specialist

Strengths: Single-minded, self-starting and dedicated. They provide specialist knowledge and skills.Allowable weaknesses: Tends to contribute on a narrow front and can dwell on the technicalities.

Shaper

Strengths: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.Allowable weaknesses: Can be prone to provocation, and may sometimes offend people's feelings.

Implementer

Strengths: Practical, reliable, efficient. Turns ideas into actions and organises work that needs to be done.Allowable weaknesses: Can be a bit inflexible and slow to respond to new possibilities.

Completer Finisher

Strengths: Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects.Allowable weaknesses: Can be inclined to worry unduly, and reluctant to delegate.

Team Effectiveness – Tuckman 5 stages

Forming

Little agreementUnclear purposeGuidance and Direction

Storming

ConflictIncreased clarity of purposePower struggles

Norming

Agreement and consensusClear roles and responsibilityFacilitation

Performing

Clear vision and purposeFocus on goal achievementDelegation

Adjourning

Task completionGood feeling about achievementsRecognition

Team Effectiveness – Hackman’s ‘Five Factor Model’

Being a Real Team

Compelling Direction

Enabling Structure

Supportive Context

Expert Coaching

Team Effectiveness - Activity

u 3 breakout groups, each given 1 theory

u Group discussion on chosen theory, when you could use this this theory?

u What are the strengths and weaknesses of the theory

u Feedback to group

Lencioni –Five

dysfunctions of a team

Diversity within Teams

u A lack of diversity within teams can leave you more susceptible to making flawed decisions

u You’re a member of the team alongside being a leader – remember delegation, communication and recognition

u What are the benefits of a diverse team?

u What factors need to be considered to make a team inclusive?

Team

Dev

elop

men

t Diagnosis of Issues

GRPI Model

Goals

Roles

Procedures

Interpersonal Relationships

Managing your Team Remotely

What are the features of a good

manager?

Common struggles of managing remotely + solutions

Engaging unengaged reps and managing

negative situations

Conflict ManagementØ Conflict is about differences

Ø Not everyone's needs and expectations are the same – so not all can be equally met

Ø Not necessarily a bad thing!

Ø Important to deal with conflict as soon as possible

Conflict Management – DISC Model

•Cautious

•Accurate•Cautious•Precise•Analytical

•Supportive

•Sincere•Dependable•Loyal, patient•Modest

•Influential

•People oriented•Enthusiastic•Optimistic•Creative

•Dominance

•Results oriented•Innovative•Competitive•Direct

D I

CS

Conflict Management - Activity

u 4 Breakout groups

u All groups: What negative problems might be caused by conflict?

u All groups: What positive outcomes can result from conflict?

u Breakout Room 1: How would you deal with conflict with a Dominant personality style?

u Breakout Room 2: How would you deal with conflict with an Influential personality style?

u Breakout Room 3: How would you deal with conflict with a Supportive personality style?

u Breakout Room 4: How would you deal with conflict with a Cautious personality style?

Session Evaluation