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Team Leader  session 4 -  managing teams effectively

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Session 5 - TLS3 KSB Evidence Sheet Coaching and Feedback

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Session 4 - TLS3 KSB Evidence Sheet Developing a High Performing Team

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Team leader session 3 time managementjak

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KSB - hopefully in a easy to understand guide

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KSB - hopefully in a easy to understand guide

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lets start talking portfolio and presentation

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PP for day 1

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dates for Assignments due in on Bud

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Assessment 1 part 1

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TLS3 Post-Session Tasks - Session 1 (Set 1)

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assessment 1 part 2

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TLS3 Post-Session Tasks - Session 1 (Set 2)(inclass)

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what do they want from the question and how much do I right?  Command-Verb-Definitions

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dates for Assignments due in on Bud

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Session 2 - TLS KSB Evidence Sheet -Organisational Culture  Strategy

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SWOT Analysis for Organisational Strategy

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Vision, Mission, Value (With Examples and Tips) | From A Business Professor

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PDF monthly reflections

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Help with PDP and also CPD learning time

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Session 3 - TLS3 KSB Evidence Sheet Time Management  Effective Delegation

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What Is the GTD Mind Sweep Concept? Tips to Use It

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The mind sweep is a productivity practice to clear your mind. Find out how it helps remove mental clutter and gets you back on track.

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7-Day Challenge Day 6: Create Your Next Actions List

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How to Delegate Effectively as a Leader (Delegate the RIGHT WAY!)

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British values Jan

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From Dr Meredith Belbin

"I think we've always been striving to find a way of helping people to work together. When people work in effective combinations they achieve so much more than when they're working alone. But to do that, we need a language, and it needs to be a language which is shared and enables people to communicate with one another."

Why Belbin?

Join the thousands of organisations around the globe already benefiting from the Belbin reports and methodology.

"I think it is fair to say that the [Belbin] day was transformational for our team. We had been through a lot of change and turbulence over the past few months, and it helped us come back together, appreciate one another and refocus. The change in the team has been remarkable."

Teach First Design Team

"We see Belbin as providing a huge competitive advantage in forming project teams. We know that we need people with specific Team Roles to make projects happen - so why wouldn't we want to know who those people are and make use of them?"

Anthony O'Hara | FUJIFILM Diosynth Biotechnologies (FDB)

Why we use Belbin - Oppo

"We are a small team, we haven't got an awful lot of resource, so we've got to make sure we maximise our strength wherever possible. So far, we have done it through gut feel... Now we've got a bit of insight, we can really maximise the opportunities, and which jobs and which tasks people are going to enjoy most."

The Belbin Team

As of 1st October 2022, Belbin Associates has transitioned to become Belbin Ltd, an Employee Ownership Trust.

The EOT is a means of acknowledging and celebrating Belbin's past and securing a bright future. As a company that 'practises what we preach', Belbin is proud of the strength of its own team. In effecting this transition, we are giving back to our employees - making them the curators of our brand and strengthening their connection to the business.

Our mission: to help teams and organisations worldwide to recognise - and capitalise upon - their strengths, and to work more effectively together.

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Belbin Team Roles is the language of teams, enabling individuals to be able to contribute, project and talk about their strengths and weaknesses in a productive, safe and non-confrontational way.

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Stages of Group Development

These stages are commonly known as: Forming, Storming, Norming, Performing, and Adjourning. Tuckman's model explains that as the team develops maturity and ability, relationships establish, and leadership style changes to more collaborative or shared leadership.

Tuckman's original work simply described the way he had observed groups evolve, whether they were conscious of it or not. In CORAL, the real value is in recognizing where a team is in the developmental stage process, and assisting the team to enter a stage consistent with the collaborative work put forth. In the real world, teams are often forming and changing, and each time that happens, they can move to a different Tuckman Stage. A group might be happily Norming or Performing, but a new member might force them back into Storming, or a team member may miss meetings causing the team to fall back into Storming. Project guides will be ready for this, and will help the team get back to Performing as quickly as possible.

Forming

The initial forming stage is the process of putting the structure of the team together. Team members feel ambiguous and conflict is avoided at all costs due to the need to be accepted into the group. Team members look to a group leader for direction and guidance, usually CORAL project guides.

Observable Behaviors

Politeness

Tentative joining

Orienting with others personally

Avoids controversy

Cliques may form

Need for safety and approval

Attempts to define tasks, processes, and how it will be decided here

Discussion of problems not relevant to the task

Feelings and Thoughts

Many feel excited, optimistic, and full of anticipation

Others may feel suspicious, fearful, and anxious working with others

What is expected of me

Why are they here

Uncertainty and Apprehension

Team Needs

Team mission and vision

Establish specific objectives and tasks

Identify roles and responsibilities of team members

Establish team ground rules

Team member expectations

Operational guidelines for team

Effective in class meetings

Effective Chat meetings

1st set of feedback from project guides

Leadership Required

Project Guides & Instructors

provide structure and task direction

Allow for get-acquainted time

Create an atmosphere of confidence and optimism

Active involvement

Team members believe an appointed leader necessary to make decisions

One-way communication from leader to team-members

To advance  from this stage to the next stage, each member must relinquish the comfort zone of non-threatening topics and risk the possibility of conflict.

Storming

This stage begins to occur as the process of organizing tasks and processes surface interpersonal conflicts. Leadership, power, and structural issues dominate this stage.

Observable Behaviors

Arguing among members

Vying for leadership

Differences in points of view and personal style are evident

Lack of role clarity

Team organizing itself

Power struggles and clashes

Lack of consensus-seeking behaviors

Lack of progress

Establishes unrealistic goals

Concern over excessive work

Feelings & Thoughts

Feel Defensive

Confusion, loss of interest can result

Resistance to tasks

Fluctuations in attitude about the team

Unsure if I agree with teams mission and purpose

Question the wisdom of team members

Increase in tension and jealousy

Unsure about my personal influence and freedom in the team

We're not getting anywhere

Team Needs

Inter & intra personal relationships

Identify stylistic and personal differences

Effective listening

Giving and receiving feedback

Conflict resolution

Clarify and understand the team’s purpose

Reestablish roles and ground rules

How to deal with ‘some’ team members violating team codes of conduct

Receiving Feedback from project guide

Leadership Required

Project guide & Instructors acknowledge conflict

Project Guides suggest that consensus among team members

Get members to assume more task responsibility

Concept of Shared Leadership emerges

Teach conflict resolution methods

Offer support and praise

Actively involved Team members begin consulting one another – shared leadership emerging but have difficulty with decision making

In order to progress  to the next stage, group members must move from a "testing and proving" mentality to a problem-solving mentality. The most important trait in helping teams move to the next stage is the ability of team members to listen to their team mates - what are they trying to say?

Norming

In this stage, team members are creating new ways of doing and being together. As the group develops cohesion, leadership changes from ‘one’ teammate in charge to shared leadership. Team members learn they have to trust one another for shared leadership to be effective.

Observable Behaviors

Processes and procedures are agreed upon

Comfortable with relationships

Focus and energy on tasks

Effective conflict resolution skills

Sincere attempt to make consensual decisions

Balanced influence, shared problem solving

Develop team routines

Sets and achieves task milestones

Feelings & Thoughts

Sense of belonging to a team

Confidence is high

Team members feel a new ability to express criticism constructively

Acceptance of all members in the team

General sense of trust

Assured that everything is going to work out okay

Freedom to express and contribute

Team Needs

Develop a decision making process

Be prepared to offer ideas and suggestions

Problem solving is shared

Utilizing all resources to support the team effort

Team members take responsibility in shared leadership skills

Receiving Feedback from project guides

Leadership Required

Shared leadership

Give feedback and support from Project Guides

Allow for less structure

Promotes team interaction

Asks for contributions from all team members

Collaboration becomes clearer

Encouraging others in making decisions

Continues to build strong relationships

The major task function of stage three is the data flow between group members: They share feelings and ideas, solicit and give feedback to one another, and explore actions related to the task. Creativity is high. Collaboration emerges during this stage when team work ethic and shared leadership is understood.

The major drawback of the norming stage is that members may begin to fear the inevitable future breakup of the team; they may resist change of any sort.

Performing

True interdependence is the norm of this stage of group development. The team is flexible as individuals adapt to meet the needs of other team members. This is a highly productive stage both personally and professionally.

Observable Behaviors

Fully functional teams

Roles are clearer

Team develops independence

Team able to organize itself

Flexible members function well individually, in subgroups or as a team

Better understand each other’s strengths and weaknesses and insights into group processes

Feelings & Thoughts

Empathy for one another

High commitment

Begin understanding collaborative work ethic

Tight bonds emerge

Fun and excitement

Lots of personal development and creativity

General sense of satisfaction

Continual discovery of how to sustain feelings of momentum and enthusiasm

Team Needs

Project guides assure team is moving in collaborative direction

Maintain team flexibility

Measure knowledge performance – post test

Provide information

Giving and Receiving

Feedback and Dialogue with project guides

Leadership Required

Shared Leadership being practiced

Observing, Inquiring, Fulfilling, team needs

Collaborative efforts among team members

Project guides provides little direction

Team members offer positive reinforcement and support

Share new information

The Performing stage is not reached by all groups. If group members are able to evolve to stage four, their capacity, range, and depth of personal relations expand to true interdependence. In this stage, people can work independently, in subgroups, or as a total unit with equal competencies.

Adjourning

In this stage typically team members are ready to leave (course termination) causing significant change to the team structure, membership, or purpose and the team during the last week of class. They experience change and transition. While the group continues to perform productively they also need time to manage their feelings of termination and transition.

Observable Behaviors

Visible signs of grief

Momentum slows down

Restless Behavior

Bursts of extreme energy usually followed by lack of energy

Feelings & Thoughts

Sadness

Humor (that to outsiders could appear cruel)

Glad it is over – relief

Team Needs

Evaluate the efforts of the team

Tie up loose ends and tasks

Recognize and reward team efforts

Leadership Required

Project guides help team develop options for termination

Good listening

Reflection and carry forth collaborative learning to next opportunity

The final stage, adjourning, involves the termination of task behaviors and disengagement from relationships. A planned conclusion usually includes recognition for participation and achievement and an opportunity for members to say personal goodbyes. Concluding a group can create some apprehension – in effect, a minor crisis. The termination of the group is a regressive movement from giving up control to giving up inclusion in the group.

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Tuckman’s Stages of Group Development - West Chester University

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These stages are commonly known as: Forming, Storming, Norming, Performing, and Adjourning. Tuckman’s model explains that as the team develops maturity and ability, relationships establish, and leadership style changes to more collabo…

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