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Foundations of Team Leadership 1 Designing & Structuring Teams for Success Goals.

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Presentation on theme: "Foundations of Team Leadership 1 Designing & Structuring Teams for Success Goals."— Presentation transcript:

1 Foundations of Team Leadership 1 Designing & Structuring Teams for Success Goals

2 Foundations of Team Leadership 2 Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership Tasks People Results TEAM SYNERGY FORMULA Managing * Goals Tasks & People Simultaneously

3 Open FTL Foundations of Team Leadership 8b-3 Open FTLFoundations of Team Leadership Designing Teams for Success Structuring the TEAM and the Way It Works Together Results Tasks People Goals

4 Open FTL Foundations of Team Leadership 8b-4 Superior Performance of Teams Given certain conditions (e.g. changing environments, complexity of the work, need for creative custom design) and … … enabled in a given manner (clear goals, structure, leadership) … … research shows that teams developed the best solutions (especially diverse and synergistic teams) Source: Hackman Leading Teams

5 Open FTL Foundations of Team Leadership 8b-5 When to Use Teams: Whenever a specific performance objective requires collective work and the integration of multiple skills, perspective or experiences to reach a shared goal. When to Use Groups: Whenever a performance goal can be met through the sum of individual responsibilities and contributions with a minimum of group coordination Source: Katzenbach and Smith The Wisdom of Teams Teams are not always a better option to groups. Effective teams require continuous practice & hard work. But teaming behavior & skills are useful in both teams & groups Teams versus Groups

6 6 How Do Teams Succeed ? Effective Teams Are Guided by Clear Goals & Purpose Organize Themselves to Work Effectively ( People Process & Tasks Process & Team Structures ) Focus On & Produce Desired Results ( Monitor & Adjust ) Results Tasks People Goals Results Tasks People Goals Open FTLFoundations of Team Leadership

7 Open FTL 8b-7 Three Key Criteria to Evaluate Achievement Output Meets Client Expectations Team Increases in Capability Members Learn & Are More Satisfied than Not Source: Hackman Leading Teams Team Success: Achievement Evaluation

8 Open FTL Foundations of Team Leadership 8b-8 “ A team is a small number of people with complementary skills who are committed to: Common purpose Common performance goals Common approach Mutual accountability” Source: Katzenbach and Smith The Wisdom of Teams Team Basics: A Working Definition

9 Open FTL 8b-9 Team Structure for Success: Belonging Large numbers of people by virtue of their size have trouble interacting constructively as a group and agreeing on specifics-or even finding space… Boundaries must be clear so as to delimit inclusion-Who is part of the team vs. a visitor Stability of membership is important for at least the core team- New members must be ON Boarded so as to integrate the norms and common approach of the team Source: Hackman Leading Teams Small Numbers- Stability-Inclusiveness

10 Open FTL Foundations of Team Leadership 8b-10 Goals define team’s work- its product and wins Goals facilitate clear communication, help resolve conflict within the team, and align team behaviors Goals help keep team focus on results Goals can motivate and enhance performance Shared Goals, Common Purpose/ Vision Team Structure for Success: Alignment Results Tasks P eople Goals

11 Open FTL Foundations of Team Leadership 8b-11 Unlike groups, teams require both individual and mutual accountability. Mutual accountability underpins two critical aspects of teamwork: commitment and trust By aligning behind common goals, and holding themselves accountable, team members’ behaviors and actions become more predictable and understandable to each other Given agreed to common goals, team members will express views about aspects of the team’s effort relative to the goals, and in turn, will expect to have their views receive a fair and constructive hearing Over time, consistent performance and doing what one says one will do, will bring team members to develop and extend trust in each other Mutual Accountability and Trust Team Structure for Success: Accountability Source: Katzenbach and Smith The Wisdom of Teams

12 Open FTL Foundations of Team Leadership 8b-12 Shared Approach If the team has been engaged in the structuring of the charter it should include a ‘shared approach’. A ‘shared approach’ would include ‘Behavior Norms & Operating Principles’ relating to how the team does the work assigned to it Team Leader Modeling It is critical that the Team Leader ‘walks the talk’ and models the behaviors enshrined in the Norms – and works in a manner respecting the Operating Principles Support For team members to generally feel more satisfied about being on the team than not, it is important that individuals feel supported in safe learning and that they experience some growth as an outcome of being on the team Team Structure for Success:Safe Norms Shared Approach and Mutual Support Adapted from Hackman Leading Teams

13 Open FTL Foundations of Team Leadership 8b-13 Providing a Clear Direction – Purpose & Goals Setting Up an enabling structure of ‘Empowerment’ ( Collegiality- Respect- Giving credit where credit is due …) Creating a supportive ‘Teaming’ context- ( Including a Shared Approach) Providing coaching as needed Adapted from Hackman Leading Teams Team Structure for Success: Leadership Effective Team Leadership

14 Open FTL Foundations of Team Leadership 8b-14 Involves: Managing Tasks and People effectively and efficiently in tandem Following a formula of People and Tasks components so as to provided Optimal RESULTS Adapted from Hackman Leading Teams Team Structure for Success: Team Synergy Team Synergy When whole is greater than the sum of the parts When the team performs better than would have individuals G o al s

15 Open FTL Foundations of Team Leadership 8b-15 Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership TEAM SYNERGY Tasks People * Results Goals

16 Open FTL Foundations of Team Leadership 8b-16 Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership Tasks People Results TEAM SYNERGY FORMULA Managing * Goals Tasks & People Simultaneously

17 Open FTL Foundations of Team Leadership 8b-17 Other Components of Teamwork Common Goals Leadership Interaction and Involvement of all members Maintenance of individual self-esteem Open Communication Power within the Group to Make Decisions Attention to both Process and Task Mutual Trust Respect for Difference Constructive Conflict Resolution Rees How to Lead Work Teams Team Structure for Success Results Tasks P eople Goals

18 Open FTL Foundations of Team Leadership 8b-18 Open FTL Structuring the WORK for RESULTS Designing Teams for Success Results Tasks People Goals

19 Open FTL Foundations of Team Leadership 8b-19 Results Team’s Organization of Multi Sector Work Work Organization Project & Objectives TASKS Action Plan Time Line Member’s Work Objectives TASKS Action Plan Time Line Member’s Work Objectives TASKS Action Plan Time Line Member’s Work Objectives TASKS Action Plan Time Line Member’s Work People Tasks Results Vision Purpose Client Open FTL Goals

20 Open FTL Foundations of Team Leadership 8b-20 Multi-Sector Work Team must produce results that require everyone’s contribution in order to be successful Requires that team member keep others informed about their particular area of responsibilities (sector) Requires that team embers understand the overall big picture of the project (usually in service to the client) and work to align their area of responsibility to it A project coordinating function must be undertaken on an ongoing basis to ensure that all sectors are on track and aligned to produced the desired results. A people coordinating function also has to be undertaken in order to ensure that team is able to maintain cohesion while working towards goal achievement. Open FTL Team’s Organization of Multi Sector Work Vision Purpose C lient Work Organization Project & TASKS Time Line TASKS Time Line

21 21 Work Context The work context involves the nature of the work the team must undertake and how it organizes itself to do so. The team organizes its members to work together productively The team defines the tasks and processes needed to accomplish the work Ongoing monitoring is established to ensure that Goals are focused on and desired results being achieved Team stays cohesive and well Open FTL Team’s Organization of Multi Sector Work Work Organization Project & Objectives TASKS Action Plan Time Line Member’s Work Objectives TASKS Action Plan Time Line Member’s Work People Tasks Results Vision Purpose Client Goals

22 22 Open FTL Alignment A team purpose – The main reason for the team working together Common Vision -Shared Understanding To harness the energy and contributions of its members, a shared understanding & commitment to the team’s goals and achievement of results is critical. In some teams, this takes the form of a team vision in service of the client. Alignment to the vision /goals is key in having members that see how their contributions fit into the whole, and feel motivated to undertake the work and effort needed to achieving desired results Shared Ownership This is most powerful when team members are collectively accountable for the success of the team. Team’s Organization of Multi Sector Work Vision Purpose C lient Work Organization Project & TASKS Time Line TASKS Time Line

23 23 Open FTL Task Processes Depending on the work context and the purpose, various task tools can be chosen by the team a different intervals in the engagement: Various Critical Thinking techniques are available for tackling work challenges E.G. Problem Solving – Identifying problems Understanding root causes Mapping out possible interventions Selecting the most appropriate initiative Implementing chosen decision Team’s Organization of Multi Sector Work Work Organization Project & Objectives TASKS Action Plan Time Line Member’s Work Objectives TASKS Action Plan Time Line Member’s Work People Tasks Results Vision Purpose Client Goals

24 24 Open FTL People/Team Processes A team must organize itself for its work. Meetings – Meetings are how the team meets to manage the progress of its work and the effectiveness of its organization of itself to do the work Communication –Ideally, team chooses specific approaches supporting communication & collaboration Decision Making Processes – Team needs to be clear about which decisions are to be made by whom (leader or group) and by using which processes. Conflict resolution – Team needs to learn to resolve conflicts in ways that allow the team to maintain cohesion and continue working towards its purpose/ goals and desired results. Team’s Organization of Multi Sector Work Vision Purpose C lient Work Organization Project & TASKS Time Line TASKS Time Line

25 25 Source:D Gould:Article2000 Meetings are NOT interruptions They ARE the Essence of the team’s WORK Source:D Gould:Article2000 Enable Meetings Enable Meetings

26 26 Project Meetings & Roadmap Results Vision Purpose Goals Objectives Tasks Time Lines Follow- Up Reflection Adjustment Meetings Roadmap Meetings Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership

27 27 Reflective/Action Learning in Work Context Plan Act Reflect Adjust VISION RESULTS OUTPUTS Source:D Gould:Article2000 Meetings PLUS DELTA Transforming the Way We Work and Learn Together HRSLOFoundation of Team Leadership Results GOALS


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