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Steps for the team to mature towards the performing stage

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Steps for the team to mature towards the performing stage

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1. Forming should be the first step Jeff takes in the initial stage of creating his team. In forming his team he should focus on introducing the team members. Once group members become acquainted with each other they can attend meetings with better focus and familiarity.

2. Storming is the next step Jeff should take. In this phase Jeff needs to make his team to feel as comfortable as possible with regards to expressing their opinions and ideas. This is the time Jeff should not be offended by suggestions offered to him but should absorb the opinions his team has going into a new project.

3. After the storming phase the group can then enter the norming phase. During the norming phase each member of the group has a good understanding of one another and the goals their team are supposed to be accomplishing. Any discussion during the storming stage that created tension should be resolved and diffused by Jeff and his team.

4. After following these steps Jeff and his team should be ready for the performing stage. The team should be performing with efficiency and be able to produce results. If any changes occur within the team, they can resort to a past step and return to the perfoming stage with greater ease than before.

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1. "Define a Clear Picture" Keeping teams informed on where they’re headed and how best to get there attention. leaders must be prepared to acknowledge and adapt to changes.

2. "Follow through on commitments." Leaders of high-performing teams find ways to build trust and maintain it. Team members should stick to their commitments and keeping the team’s view of its goals clear.

3. "Face up to non-performing players." Leaders don't tolerate players who pull the team apart, everyone has to be working together.

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1. The first factor that led to poor performance for Jeff was his lackadaisical approach to recruiting new members for the QI initiative. He picked individuals that were stakeholders for the different departments in the hospital but did not directly confront them about it before sending out an invitation for the meeting. Instead of "naming them to a new QI project" he should have gotten a consent form from each potential member about being on the new project team.

2. The next factor that led to poor performance was Jeff's anxiety about implementation of ideas for the group. While it is important to set goals for how the group should operate, trying to plan out the entire project before the first meeting is audacious on Jeff's part. Setting his expectations so high is going to leave him disappointed in the end no matter what.

3. Another factor that led to poor performance is Jeff's perceived authority of the members of his group. While as an analyst he cannot mandate what anyone else does, he can still talk to them as equals about coming to meetings and their permanence on the team. As the project leader, he needs to understand his responsibilities and delegate out appropriately.

4. The last factor that led to poor performance was the first initial meeting that Jeff led. There were only 3 members in attendance, despite that initially 10 members said they would be there. This immediately discouraged Jeff and his presentation suffered because of it. The exchange of information was awkward and the members that were present were eager to leave. Regardless of the setback, Jeff should have still taken the opportunity to talk with the 3 members on a more informal scale and begin to work together to figure out how to get the project off the ground.

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http://hrdailyadvisor.blr.com/2014/09/10/7-steps-that-managers-can-take-to-improve-employee-engagement/#

http://www.davidzinger.com/wp-content/uploads/Top-Tens-of-Employee-Engagement.pdf

http://www.entrepreneur.com/article/241216

http://www.linkageinc.com/leadership-development-documents/files/content/10-Leadership-Techniques-for-Building-High-Performing-Teams.pdf

http://www.ltlmagazine.com/article/5-team-building-practices-will-make-your-staff-want-stay

Our Textbook: New Leadership for Today's Health Care Professionals Chapter 7

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1. Develop a clearly communicated larger purpose for your organization.

"Give people a reason to show up for work beyond their paycheck. If you were asked to fill in the “X” of the statement, “We do X here,” what would your answer be?" This article talks about when building a strong team give your members a reason why to show up. Elaborate upon ways in which your “X” is accomplished through your mission statement, employee training, staff recognition programs, and other communications. Having a larger purpose gives a team a unified feeling when working toward a larger purpose.

2. Help new employees integrate into the team.
It's known that new hires are more likely to leave than established employees so helping the new employees integrate into the team is important. Using mentors to help these new team members become integrated gives them a sense of importance and want to stay and be an integral member.

3. Apple's team building
In this video, Steve Jobs talks about his company, Apple, and how there are no committees, Just large teams for each division for the company. He says that for building great teams, everyone has to be involved on feedback, ideas, and development. Trust has to be strong. He says that great teamwork comes from the to and then flows down. Trust is the key to building great teams.

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1. Share your mission, mission and goals for the QI project. Once the members feel directed toward a clear vision and goals, they will naturally be more engaged.

2. Make your expectations clear and be transparent. Allow team members know what you expect out of them. You chose them to be apart of the QI project for a reason and expect them to use their area of expertise to contribute to improving quality.

3. Empower your employees by assigning members specific roles to help keep them engaged. Allow them to also freely share their ideas and suggestions so that everyone feels they are contributing.

4. Provide feedback to those with specific roles to ensure that each member's part is important to improving quality. Throughout the project, provide teammates information on the overall progress to ensure goals are on their way of being met.

5. Remember not to lead in fear. Be confident as a leader and push the members to work hard towards the goals so that they can see actual results. Once results are seen, the team will be more engaged and they will be motivated to do more to accomplish the goals.