1. How to manage effective teams
January 2018

2. Purpose and objectives
To understand the difference between a group and a team
To understand the various roles within a team noting their strengths and weaknesses
To align this theory with reality
Identify the characteristics of a team
Consider the stages of team development
Review the essentials for managing an effective team.

3. Groups v Teams

4. Anthony Jay
“All of us know in our hearts that the ideal individual for a given job cannot be found…but if no individual can combine all the necessary qualities of a good manager, a team of individuals certainly can – and often does. Moreover the whole team is unlikely to step under a bus simultaneously. This is why it is not the individual but the team that is the instrument of sustained and enduring success in management.”

5. Understanding Team Roles Dr Meredith Belbin
Research shows that successful teams is not dependent on factors such as intellect but more on behaviour
Successful teams are made up of a diverse mix of behaviours
A team role ids defined as “ A tendency to behave, contribute and interrelate with others in a particular way”.
Each role has its strength and weaknesses and is of equal importance
Not all are required at the same time
Not every team requires 9 people – most members will have 2/3 team roles they are comfortable with
The key is BALANCE
IT IS ABOUT CELEBRATING AND MAKING THE MOST OF INDIVIDUAL DIFFERENCES/SKILLS

6. Workshop Activity
Please refer to handout
Instructions

7. Characteristics of an effective team
The underlying feature is the spirit of co-operation
Harmonious and supportive relationships
This is evidenced by:
A belief in shared aims and objectives
A sense of commitment to the group
Acceptance of group values and norms
Feeling of mutual trust and dependency
Free flow of information and communication
Resolution of conflicts by members themselves

8. 4 main stages of team development
FORMING – Initial formation – identify the purpose, its composition and terms of reference. Individual roles and responsibilities. Codes of conduct. Likely to be anxieties as members attempt to create an impression, test each other and establish personal identity.
STORMING – Views more openly and forcefully. Disagreements and challenges offered. Conflict and hostility. Important stage as it will result in reforming arrangements.
NORMING - Establishment and guidelines for norms of acceptable behaviour. Important for members to establish need to co-operate and fulfil purpose of group.
PERFORMING – Structure and cohesiveness established to work as team – most effective.

9. How to be an effective manager
PLANNING – what is the plan? (What is to be accomplished? Shared common task. Time for communication and interaction as a team? Support opportunities? What resources are available? What degree of freedom does the team have? Measurable outcomes? Scope of subject with boundaries clearly defined?)
This helps clarify the roles and responsibilities, divide the work and creates a time schedule for end objectives to be met
Decide on a MANAGEMENT plan for the team – classic hierarchy (top-down), democratic hierarchy (final authority resides at top but everyone takes part) or collaborative management – whole group takes part in major decisions
Develop SYSTEMS for communication, reporting and using resources

10. How to be an effective manager
COMMUNICATE - actively listen, be clear about expectations, be facilitative, be transparent. Be flexible in your leadership style
INSPIRE, LEAD AND MOTIVATE – sell it!
KNOW YOUR TEAM – and yourself. Provide necessary support and guidance
BE SOLUTION-FOCUSED
LEARN TO COMPLIMENT - provide high impact performance feedback
ACKNOWLEDGE ACHIEVEMENT AND EFFORT
BE AVAILABLE

11. Building teams in times of change
Multi-functional and multi-disciplinary teams
Flexible models of deployment across schools / settings
Career growth and development
Economies of scales
Multi – MAT approach
MAT Governance / Trust Boards operating across multiple school settings
Building school improvement capacity.

12. Who is Babcock LDP
Babcock LDP is a Joint Venture between Devon County Council and Babcock Education
Babcock Education provides contracted services to schools in Worcestershire, Surrey and Devon
Babcock Education SW operates to provide high quality and high value education support services in individual schools, MATs, SATs, Federation and Diocese across the SW region, spanning BANES through to Cornwall
Delivered through our partnerships
Excellence for All Programme – our strategy for building self sustainable and self improving schools which are standing-out.

13. Gillian Douglas Gillian.Douglas@babcockinternational.com
January 2018
How to manage effective teams
Gillian Douglas
Strategic Lead (Special Education), Babcock LDP
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