1. Learning Event 3 15 th October 2013 Redcar and Cleveland Public Health Team and Tees Valley Public Health Shared Services Leading Health and Wellbeing Programme

2. “ All models are wrong, but some are useful” William Deming

3. Katzenbach’s (1993) definition of a team: A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.’

4. What are the characteristics of an Effective Team?

5. When you are in a team that lacks these characteristics, what can you do to improve the team? (action plan)

6. Criteria for Effective Teams Clear and Measurable performance goals Roles and Assignments that are accepted by team members Climate of Trust, psychological safety and support Open and participative communication environment Effective problem solving and decision making Supportive leadership Constructive handling of conflict Supportive and organisational culture and structure Ability to monitor performance and make needed changes Dyer et al. 2007 ‘Team Building Proven Strategies for Improving Performance’

7. Focusing on team basics Katzenbach and Smith (1993) Problem solving Technical/function Interpersonal Mutual Small number of people Individual Specific goals Common approach Meaningful purpose Skills Accountability Commitment Collective work products Personal growth Performance results

8. The Team Performance Curve Katzenbach and Smith Working group High-performing team Real team Potential team Pseudo- team Team effectiveness Performance impact

9. Work groups have a strong individual focus and teams have a strong collective focus. The individual is not lost on a team, but that person's work is coordinated to fit in with the greater good. Team concerns are much more focused on the outcomes of the overall unit rather than an individual's accomplishments.

11. “Nice Teams Finish Last” Don't rock the boat. Don't make waves. Don't offend anyone - but over-politeness keeps teams from being productive. Encourage skills such as constructive criticism, honest communication, and the kind of conflict that drives innovation and quality without hurting feelings or creating enemies. From giving clear, sharp feedback, to effectively challenging others

12. Effective Teams - Belbin A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. Dr. R. M. Belbin

14. Belbin – Team Roles Categories Action-orientated roles shaper implementer completer/finisher People-orientated roles co-ordinator team worker resource investigator Cerebral roles plant monitor evaluator specialist Belbin (1993)

15. Valuing the Difference Outward looking- Plant, Resource Investigator, Shaper Inward looking – Implementer, Monitor Evaluator, Team Worker, Completer, Specialist

16. Some Thoughts on Leading Teams Show genuine concern for others Ability to communicate and inspire Decency Humanity Humility Sensitivity Respect for others Professor Beverley Alimo-Metcalfe summarises the seven qualities as the leader being a servant not a hero