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Building a High Performance Team

Part 1 Pre-Read

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Module Knowledge, Skills & BehavioursK2.1 Understand people and team management models, including team dynamics and motivation techniques.

K8.2 Understand learning styles, feedback mechanisms and how to use emotional intelligence.

S2.1 Able to build a high-performing team by supporting and developing individuals and motivating them to achieve.

S2.2 Able to set operational and personal goals and objectives and monitor progress, providing clear guidance and feedback.

S3.1 Building trust with and across the team, using effective negotiation and influencing skills, and managing any conflicts.

S3.2 Able to input to discussions and provide feedback (to team and more widely) and identify and share good practice across teams.

S4.2 Use active listening and provision of constructive feedback.

B2.1 Inclusive – Open, approachable, authentic, and able to build trust with others.

B4.1 Professionalism – Sets an example, and is fair, consistent, and impartial.

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High Performance TeamsModule 5 looks at High Performance Teams (HPT) and is in two parts. The first Masterclass covers models and processes that identify how to build a HPT; Masterclass 2 deals with some of the practices and activities leaders need to use to maintain and further develop a HPT.The main areas covered in the first Masterclass are summarisedbelow. All areas summarised will be looked at during the session and the facilitator on the day will spend more or less time on each area as needed. If you are interested in any of the areas specifically, talk to the facilitator or your assessor before the day starts so it can be highlighted during the session itself.

Links to other articles are given at the end of this summary in case you would like to explore the topic of HPTs in more detail before the Module takes place.

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British ValuesAs part of the government’s policy on extremism and terrorism, it’s now a statutory requirement for all apprenticeship providers to promote and embed British Values throughout the programme.

The five British Values are: Democracy; The rule of law; Individual liberty; Tolerance for those with different faiths and beliefs; Mutual respect

DEMOCRACY

TOLERANCE TO

DIFFERENT FAITHS AND RELIGIONSMUTUAL

RESPECT

INDIVIDUAL LIBERTY

RULE OF LAW

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Psychological ContractFor every employee there are two contracts of employment: one is the formal, written contract of employment where mutual obligations and expectations are outlined; and one is the informal, unwritten psychological contract.

Put simply, the psychological contract is the fairness or balance (usually, as perceived by the employee) between:

how the employee is treated by the employer;

what work, effort and commitment the employee puts into the job;

what rewards the employee receives for that work, effort and commitment

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Transactional & Transformational LeadershipTransactional leadership focuses task and process and uses rewards and punishments to get work done and achieve objectives. Put simply, the transaction is: if you do what I ask, I will give you rewards; if you don’t, negative consequences will occur.Transformational leadership focuses on working with people using motivation, inspiration, and engagement to encourage their commitment. The aim is to encourage people do what is required because they want to rather than because they have to or are forced to.

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Action Centred LeadershipDeveloped by John Adair this model highlights the actions a team leader must take rather than the leadership style they use. The three areas are:Team actions at the group level to build an

effective team and group cohesionTask actions taken to achieve a goal

Individual actions to manage and develop individual team members.

TASK

TEAM INDIVIDUAL

TM: John Adair

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Tuckman’s 4 Stages of Team DevelopmentThis model shows how teams move through different stages of development and ability by balancing the need for task definition and relationship building in each of the four stages. It also points to ways team leaders can use this understanding to help move the team effectively through the stage they are in and onto the next stage in the process. The four stages in order are: forming, storming, norming, performing.

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Belbin’s Team RolesFrom extensive research into what factors were important in HPTs, Belbin identified 9 roles that need to be performed at various times. His research found that the most successful teams were made up of a diverse mix of behaviours which each team needs access at the right time become a HPT.

This does not mean that each team needs 9 members because everyone has a mix of several of the roles and most people are comfortable in two or three different roles. The important point is that when that behavioural role is required, one of the team members is able to perform it effectively.

All roles have strengths and weaknesses, no role is better than any other role and there are no combination of roles that are better than any other combination.

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Belbin’s Team Roles

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Reflection…Before the Masterclass, spend some time considering which roles are predominant in your team, and see if you can identify ones which might be missing. What impact do

you think this has on the performance of your team?

This task should take 10 minutes.

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Lencioni Five Dysfunctions of a TeamIt is as important to look at what can derail attempts to develop HPTs as it is to look at what factors are needed to build them. In fact, what derails efforts to build high performing teams is often not obvious and unless dysfunctions are identified it can be impossible to make the final few steps to become a HPT.

Lencioni outlined how teams can fail to work cohesively together through a dynamic, five-part model of dysfunction. The five dysfunctions are: absence of trust; fear of conflict; lack of commitment; avoidance of accountability; and inattention to results.

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Emotional IntelligenceInternally, emotional intelligence is a set of competencies that help us become aware of, understand and manage our emotions; manage those emotions that keep us from achieving our goals and enhance those emotions that help us achieve our goals. Externally, emotional intelligence is the ability to recognise emotions in others and respond appropriately in order to build empathy, rapport and effective relationships. The most widely used model of emotional intelligence in business was put together by Daniel Goleman and consists of 5 competencies -

Internal: self-awareness; self-regulation; motivation;

External: empathy; social skills

Emotional Intelligence

Self-Awareness

Self-Regulation

EmpathyMotivation

Social Skills

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Additional ResourcesExtra resources should you want to explore them are:

7 stories of different aspects of HPTs:

https://www.scoro.com/blog/teamwork-stories-importance-of-teamwork/

Dysfunctional team traits:

https://www.bernardmarr.com/default.asp?contentID=990

Ways to build a HPT culture

https://www.youtube.com/watch?v=vXxzWlc-SO8