kmt leadership and management development programme
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KMT Leadership and Management development programme
Module 3: Creating high performing teams
“In high performing teams the members are not only committed to the success of the team, they are also committed to each other”
Lucy Fernie – Organisation development and human resource consultant2013
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We looked at: Difference between managing and leading Key leadership behaviours
◦ Intellectual◦ Cognitive ◦ Emotional ◦ Spiritual
Leadership, vision and mission Understanding yourself as a Leader Creating your vision
Recap: Leadership
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Engaging others in your vision People’s levels of commitment Motivation Engaging rather than transmitting or telling Emotional intelligence:
1. Self-awareness2. Self-regulation3. Motivation4. Empathy5. Social skill
How to get ‘buy in’ Giving feedback
Influencing others…
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To support managers to lead and manage staff to ensure competent, motivated & high performing teams that consistently deliver
above expectations.
Overall Purpose
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1. Use evidence-based approach to target effective team development activities
2. Recognise the characteristics of High Performing Teams
3. Define the 4 key areas of activity that team managers can target to develop motivation at work
4. Understand the team leader’s role in team development, coaching and individual development of team members
Objectives
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When does a group of people become a ‘team’?
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A group of individuals who come together to work towards a vision. Individual skills Interdependent Responsible Mutual commitment Collective performance Common goalGreater than the sum of its individual parts
What is a team?
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Forming Storming
Performing
Norming
Tuckman
Stages in Team Development
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Action steps for managers
“Forming” to “Storming”
“Storming” to “Norming”
“Norming” to “Performing”
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Belbin Team Roles
1970’s – Dr Meredith Belbin Research found ‘well balanced’ teams out
perform unbalanced teams. 9 clusters of behaviour people exhibit Now internationally recognised and used by
over 40% of The Times top 100 companies
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High Performing Teams
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High Performing Teams
Linking Skills
Who are we
Where are we now
Where are we going
How will we get there
What is expected
of us
What support do we need
How effective are we
What recognition do we get
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Barriers to Team Performance
Organisational
Shortcomings
Leadership Shortcoming
s
Team Member
Shortcomings
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Flip Chart & pens Pencils & paper 1 Egg Straws Sticky tape Scissors Ruler Table to work on
Team Exercise Examine what
motivates & de-motivates Teams
Create a free standing structure, 30cm tall that will hold your egg safely
10mins for the task
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Motivation – 4 Key Areas
Feeling Valued
Development Opportunities
Recognising achievements
Providing Challenge
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Effective Performance Management
Ongoing Process
Range of Activities
Facilitates Performance Improvement
s
Developing Capability
Managing Behaviour
Strategic & Integrated
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Tools of Performance Management
Team Activities
Individual Activities
Measures
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Compare your current performance management activities to the list of tools detailed below. Which activities need enhancing or introducing to ensure you have a comprehensive approach to Performance Management?
Performance appraisals Reviewing & Setting Objectives & Performance Measures Learning & Development Activities Regular Team & Individual Meetings Coaching Performance Problem Solving (Performance Improvement Plans)
Individual exercise
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Current Performance
Under Performers
Competent
High Potentials
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Competence & Commitment
Level of Competence Level of Commitment
Willing to PerformManager and Team Support
Unwilling to PerformManager Intervention
Employee does not know how to perform effectively
Requires basic role performance training & structured development from competent team
members
Individual not suitable for role and should not pass probationary period.
Employee knows how to perform effectively in theory but can’t in practice
Low confidence, requires support, encouragement and coaching from manager
and high performers
Individual in wrong role
Employee knows how to perform effectively and can practice
Ongoing coaching & development opportunities to maintain high performance.
Involve in colleagues development
Counselling with Performance Improvement Plan in place. May result in disciplinary action
if PIP not delivered.
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Consider the competence and commitment of your current team. Plot them into the matrix
you have been given.
Individual exercise
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Performance & Development appraisals Essential tool of performance management Dialogue about performance, Free flowing
conversation, range of viewpoints Review & Consider:
◦ Objectives◦ Competence & Skills◦ Training & Development◦ Future Performance Objectives
Agreed, documented & used
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PDA Skills
Questioning Listening Delivering
Feedback
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BOOST MODEL FOR FEEDBACK
BalancedObservedObjectiveSpecificTimely
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Motivation – 4 Key Areas
Feeling Valued
Development Opportunities
Recognising achievements
Providing Challenge
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Kolb’s experiential learning theory (KELT) 1984
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Honey & Mumford Learning cycle and learning styles, 2006
Activists
'Have an experience "do"'
Reflectors 'Review" the experience'
Theorists
Draw conclusions from the experience "learn"
Pragmatists Plan the next steps 'Apply'
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Group Exercise:
You will be allocated 1 or more learning styles, in your groups, determine the
strengths and weakness of each preferred style and plan what type of
development activities you could initiate for the preferred styles and how you would adapt them to suit particular
styles.10 minutes
Mumford learning styles
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Coaching
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• Effective Coaching
Improves
• Employee Performance
• Ability & Motivation
Drives • Organisational Performance
• Business Results
Success
BENEFITS OF COACHING
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GROW Model of Coaching
Goal
Reality
Options
Way Forward
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Performance Management Summary
Feeling Valued
Development Opportunities
Recognising achievements
Providing Challenge
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Individual Exercise:Which employees would benefit from coaching support? Which particular
performance areas/subjects would you like them to concentrate on?
Coaching in the workplace
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Barriers to Team Performance
Organisational
Shortcomings
Leadership Shortcoming
s
Team Member
Shortcomings
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1. Use theoretical knowledge to target effective team development activities
2. Recognise the characteristics of High Performing Teams
3. Define the 4 key areas of activity that team managers can target to develop motivation at work
4. Understand the team leader’s role in team development, coaching and individual development of team members
Objectives
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