Managing Teams by Celine Mullins

Group 1 - What factors are the most important for consideration when managing groups and teams?

celine121 — 2024-01-17 11:45:22 UTC

SO many lol...

Difference in personalities (both with their leader and with each other).

The strengths of each contributor.

Delegate!

Communication styles with individual contributors and the team as a whole.

Building trust

Making sure people feel comfortable to bring their whole self, not just part.
Results in a solid culture on the team

Facilitating feedback and asking for help

when is someone comfortable asking for feedback and giving feedback to their manager

Setting goals and expectations. Making sure those goals and expectations are clearly understood.

Making sure team understands the impact of what they do on the company overall.

Understating motivations for each person.

Group 2 - What do you see as the most derailing behaviours / actions / influences to high performing teams?

celine121 — 2024-01-17 11:45:27 UTC

Having someone on the Team who is not willing to grow or change i.e. they want the role to only be what it was when they started. Being a good friend and hearing them turns into two hours of complaining; a solution is giving subtle hints and move from understanding to calling out the objective reality.

The lack of ambition and drive and complacency of doing status quo. Coaching can seem like hand holding, when there's a need to simply have people do what they need to do, and so this presents the need to balance those things out.

Group 1: Have you experienced a team getting blocked from moving forward at any stage, or regressing to an earlier stage (as per Tuckmans Stages)? What factors influenced this? What, on reflection, did or could the team leader have done to avoid the block and/ or move things on? What does this tell you about what you could do more of/ less of/ differently as a team leader?

celine121 — 2024-01-17 18:10:25 UTC

Standardize processes and enablement; therefore, having a plan for how to e.g. set expectations, KPI's, etc.

Ensuring that an environment of collaboration and strong communication is established to ensure that each individual's strength are leveraged and a synergy is formed amongst Team Members.

Group 2: As per the Team Performance Curve, can you recognise when you have been in a High Performing Team (HPT) ? What did the team leader and/or the team members do to create the HPT and to maintain the HPT over time? What does this tell you about what you could do more of/ less of/ differently as a team leader?

celine121 — 2024-01-17 18:12:23 UTC

Set clear expectations
Create culture of trust and openness
Team could voice concerns
Forming stage - establish solid foundation
Wasn't just on the leader - each teammate contributed to feedback and collaboration. Being able to bring in different perspectives
Diverse thought and working to each other's strengths
Taking time to learn the strengths of each contributor
Not only strengths, but what motivates them and how that can tie into company goals and team goals
Team is a safe place of trust and to be whole self

As a leader - recognize what stage you are in. With changes, understand that you might not always be in performing stage. Having a pulse check. If we regressed back, why did we and how can we move forward? Pull yourself out of the details and reflect.
Bring the team together to digest
remain flexible
Be able to pivot back into performing stage if you have a solid foundation
Getting buy in
Transparency