Learning Event 3 6 th March 2013 Middlesbrough Leadership and Improvement Programme.

Learning Event 3

6th March 2013

Middlesbrough Leadership and Improvement Programme

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All models are wrong but some are useful”

W Deming

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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.’

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What Are The Characteristics of a High Performing Team?

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The Culture of High Performing Teams

Feeling empowered by being trusted to take decisions

Feeling actively supported in developing one’s strengths

Believing people were willing to listen to ideas

Time was made for staff to discuss problems & issues,

despite the busy schedule

Feeling all staff were involved in developing the vision

Feeling involved in determining how to achieve the vision

High use of face-to-face communication

Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007)

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Lessons from High Performing TeamsEngaged important stakeholders

Shared vision of high quality user-centred services

Clarity of desired outcomes – stretch goals

Leadership is distributed

Learning organisation culture – innovative & adaptable

Team focus and supportSource: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.

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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

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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

Commitment

Collective work products

Personal growth

Performance results

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Six team basics define the discipline required for team performance

Small number – generally less than 12

No team performs without complimentary skills

Team must have:₋ a common purpose₋ commons set of specific performance goals₋ commonly agreed working approach

Hold each other mutually accountable for performance

Other areas such as trust, openness, good communication etc. transcend the six basic disciplines

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“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

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Effective Teams

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

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Belbin – Team Roles Categories

Action-orientated roles

shaper

implementer

completer/finisher

People-orientated roles

co-ordinator

team workerresource investigator

Cerebral roles

plant

monitor evaluator

specialistBelbin (1993)

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Some Thoughts on Leading Teams

• 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