Riding The Storm Bwa09

• 1. Allan Mackintosh Performance Coach Riding the Storm

2. The Tuckman Model of Team Development

• FORMING

• STORMING

• NORMING

• PERFORMING

• IN 1975 ADJOURNING WAS ADDED

3. F O R M I N G 4. Whats Happening?

• Feeling anxious but also excited.

• Very polite. Using tentative statements.

• Feeling moderately eager, with high expectations.

• Potentially waiting for the leader to tell them what to do.

• Indecisive and often self-conscious.

• Testing the situation and central figures.

• Cliques can start to form

5. What Can the Manager and Teamdo to move the team on?

• Get acquainted with other members, build rapport.

• Contract How best are we going to work together?

• Be open about your style as a manager & team member strengths / weaknesses.

• Manage peoples expectations.- Help them understand what is happening & why it is happening.

• Ensure a common understanding of the group mission/purpose and discuss and agree values and behaviours.

• Role Clarity & Objectives work on this but dont expect full understanding!

• Define boundaries and degrees of autonomy.

6. S T O R M I N G 7. Whats Happening?

• Goals and processes become unclear.

• Cliques form.

• Confusion can reign around roles.

• Resistance to change and advice.

• People become more outspoken.

• Team members compete for power and/or attention.

• Question how/why things are done.

• React negatively toward leaders and other members.

8. What Can the Manager and Team do to move the team on?

• Ensure regular team meets and 1:1s

• Revisit everyones understanding of the goals and roles

• Keep communication high, crystal clear and relevant

• Overcome resistance to quality improvement ideas and strategies that are new.

• Encourage and manage disagreement and conflict so that issues are identified and explored. Manage the sub-groups and power struggles.

• Regular Reviews of Progress How are things going? How are people feeling?

• Review the Contract.

9. N O R M I N G 10. Whats Happening?

• People are more open and are giving more feedback.

• Relationships improved.

• Becoming more involved with the team.

• Supportive of one another.

• Less reliant upon the leader.

• Increasing their ability to productively solve problems.

• Clarifying team purposes and member roles.

11. What Can the Manager and Team do to move the team on?

• Ensure Clarity and agreement of core processes.

• Give the opportunity to express feelings and opinions in addition to ideas and information.

• Whats working well? What can we do better?

• Keep information flow high.

• Foster creativity, innovation, and new ways of thinking about issues.

• Vigorously test ideas and their implications in an objective manner.

• Revisit the teams mission& Re-create a team identity.

• Regular update meetings Where are we in relation to the plan?

12. P E R F O R M I N G 13. Whats Happening?

• Showing high confidence in accomplishing tasks.

• Relaxed but with a sense of urgency

• Sharing leadership.

• Highly motivated.

• Depending on each other more.

• Performing at high levels.

• Establishing their own structure.

• Clearly understanding their roles and responsibilities.

• Celebrating Success

14. What Can the Manager and Team do to move the team on to even higher performance?

• Permit members to fully share the leadership function.

• Allow the team to function without the manager. e.g. Why has the manager to attend & lead all meetings?

• Compliment the team on progress and success as well as unity.

• Recognise individual and team contributions.

• If necessary, use caution against arrogance and insular attitudes.

• Provide tools and methods for tackling complex problems. CPD

• Manager should play the Coach.

15. SUMMARY

• Forming Ensure mission, goals, roles and processes are understood and values / behaviours agreed. Be directive but listen for concerns.

• Storming Be decisive on anyinappropriate behaviours and support the continued understanding of roles, goals etc. Lessen the direction, become more facilitative

• Norming Lessen the amount of time with individuals and team but take a more coaching approach. Make sure to praise and reward.

• Performing Delegate authority and leadership. Keep up the reward and recognition. Guard against arrogance

16. High Performance Teams

• 10 Characteristics

• Clear compelling vision, mission, goals.

• Agreed Values and Behaviours-Standards ofExcellence

• Skilled and Competent members.

• Clear understanding of roles and objectives.

• Climate of collaboration and support.

• Self-Regulating.

• Clear communication & regular reviews of Progress.

• Results driven structure.

• Strong Leadership.

• External and internal support & recognition.

17. High Performing Individuals

• Self-awareness.- Strengths / Development Areas

• Written Specific Goals Timed & Reviewed regularly

• Powerful Networks Outside their own industry. Coach / Mentor

• Strong Idealism Really Wanting to make a difference

• Intensely Pragmatic Solution focused and future orientated practical and learn from the past.

• Extraordinary Curiosity Constant learning.

• Personal Discipline Dont waste time, exaggerate, generalise and dont lie to themselves.

• Integrity and Honesty.

• Risk Takers & Challenge the status-quo- Breaking new ground / Challenging the rules

• They enjoy themselves!