PRESENTATION OBJECTIVES
At the end of this lesson you will be able to:
• Consult team members to establish a common
understanding of team purpose, roles, responsibilities and
accountabilities
• Develop performance plans to establish expected outcomes,
outputs, key performance indicators (KPIs) and goals for
work team
• Support team members in meeting expected performance
outcomes
3
WHAT ARE TEAMS?
The words group and team are often used interchangeably. Groups are a collection of people
working together with a common purpose. A random group of people does not necessarily
constitute a team. Teams need to be chosen to perform specific functions and have a shared
purpose and goals.
Successful teams:
• Have high levels of trust between members
• Work together to achieve greater results than individuals working toward the same objectives
• Have strong, shared leadership
• Demonstrate support for members, other teams, and the organisation
• Regularly monitor, evaluate and review performance
Planning process – Before you can achieve as a team, each member must know the outcome
desired by the team and the organisation. What do we want or need to achieve? It is necessary,
in consultation with team members, to identify, establish and document the following:
Team purpose Roles Responsibilities and
accountabilities
Goals, objectives
and plans
4
UNDERSTANDING TEAMS
Teams need to get together to discuss, participate and contribute to the discussion which
determines their overall direction.
At the beginning of the process a team will be formed in direct response to a need in the
organisation.
Team purpose
A team is built to provide a framework to achieve a purpose. What does the team need
to achieve? This purpose needs to be clearly defined and forms the basis of the teams
work. The purpose must be real and relevant so members of the team can understand it
clearly and commit to it because they can understand how it fits with the organisational
objectives.
• Each person on a team must have a clear and fair statement of their job
• Following is a template description which outlines important information regarding the
job and the expectations, skills and experience required to do this job well
• The job description lets the staff or team member understand fully the role and its
responsibilities, it also guides managers regarding the job expectations and shared
understanding between the job holder and the manager or the organisation
5
•
Job description
Job title The formal title of the position
Reports to The title of the position that the job incumbent reports to
Job purpose Provide a brief description of the general nature of the position; an overview of why the job exists; and what the job is to
accomplish. The job purpose is usually no more than four sentences long.
Roles The function played by a person on the team (i.e. supervisor).
Responsibility The tasks designated to each individual role/person in the team.
Duties and
responsibilities –
key responsibility
areas (KRA)
Outline the duties and responsibilities of the position.
Example: Coordinate and carry out all office administration including reception, mail, couriers, greeting clients and filing. Maintain a
clean and safe workspace, and abide by workplace health and safety policies and procedures. Other tasks as directed.
Qualifications What qualifications, licenses or education level does the employee need?
Example Diploma or Certificate IV in Business Admin or relevant experience, First aid certificate.
Skills and experience
Experience What type and how much experience is needed? Example: 3 years previous experience in an similar role/industry.
Skills List all skills that are needed for the job, including any technical or interpersonal skills. Example Intermediate to advanced Microsoft
Office skills (Word, Excel, Outlook), excellent verbal and written communication, organised able to meet deadlines.
Performance
measures (KPI)
The level of performance you expect from the employee. Example Complete administration tasks on time Deal with clients,
suppliers and other employees professionally at all times, ensure office is clean and presentable at all times.
Working
conditions
If the job requires a person to work in special working conditions this should be. Special working conditions cover a range of
circumstances from regular evening and weekend work, shift work, working outdoors, working with challenging clients, etc.
Physical
requirements
If the job is physically demanding, this should be stated. A physically demanding job is one where the incumbent is required to stand
for extended periods of time, lift heavy objects on a regular basis, do repetitive tasks with few breaks, etc..
Direct reports List by job title any positions to be supervised by the incumbent.
Approved by Signature of persons with authority to approve the job description.
Date approved Date upon which the job description was approved.
Reviewed Date when the job description was last reviewed.
6
DEFINE THE ROLE OF THE TEAM
Teams develop direction, motivation and momentum by collaboratively shaping a shared purpose.
Encouraging members to question the purpose of the team, how it will operate and what it is
expected to achieve serves to foster a deeper understanding of the team’s role, and the role of
each member that comprises it. More so than if this information is simply relayed from an external
source.
The role of any given team can range from simple to complex. The higher the level of complexity,
the greater the need to have the role or purpose documented. That is, taken from being tacit
knowledge to explicit knowledge.
A team’s purpose and individual roles can be recorded in many forms, including:
• Develop a team charter where each team member agrees to the teams purpose
• Mission/ vision statement
• Memorandum of agreement
• Constitution
• Role and responsibility statement
• Organisational plans – business and operational, in line with strategic plans, where does the
team fit in?
• Action plans to inform the direction of the team
7
ORGANISATIONAL PLANS
Operational and business plans define what is important to the business. What goals,
objectives, aims and targets does the business want/need to achieve? What are the
desired outcomes? These plans are linked to the overall strategy of the organisation and
need to inform the plans at all levels of the organisation.
Team effectiveness occurs on all different levels of the organisation.
As a manager, determining your teams’ purpose, roles and responsibilities and
accountabilities assures the effectiveness of your team. Consider the following:
• Organisational plans – business and operational plans, in line with strategic plans,
where does the team fit in?
• Action plans to inform the direction of the team
• Develop a team charter to define the purpose and individuals roles and
responsibilities
• What are the expected outcomes of the team? Democratically agree on objectives,
gain consensus
• Set SMART key performance indicators (KPIs) and performance plans for teams
• Define plans that work alongside goals, objectives, aims, targets
.
8
TEAMS AND ORGANISATIONAL FIT
Teams require structures, sub-systems, support and processes that
encourage development. Team building happens over time:
High performing teams:
• Take advantage of collective and shared skills of members
• Need time and resources to grow and develop
• Require support from managers and organisational systems and
processes
• Should not be allowed to form counterproductive groups
• Develop their own cultures to fit with organisational culture
• Organisational culture must encourage and support team
networks and interdependence
9
TEAMS AND ORGANISATIONAL FIT
When building and developing teams and determining the role teams
will play in the organisation and how they fit. Consider the following:
• What needs to be changed? How and when can these changes be
initiated?
• Do current systems support team activities?
• How will teams be sustained?
• Are the current hierarchical structures likely to impede team
development?
• Do current recruitment and selection processes take the needs of
teams and team development into consideration?
10
TEAMS AND ORGANISATIONAL FIT
According to Hughes, Ginnett and Curphy (2006), a team’s failure can often be traced to the
moment it was established. To establish a team consider four key characteristics:
Task structure: Is there a clear picture of the team’s task? Is the task congruent with the
overall organisation’s mission and objectives? All team members need to be aware of what
the team is aiming to achieve and how well team and individuals are performing.
Team boundaries: Do we have the correct number and composition of members? What
competencies, skills and knowledge is necessary for the team to be effective? Do the team
members have these skills at the appropriate level or do we need to provide training. Have
we communicated team responsibilities and relationships?
Norms: Define a set of norms, these are acceptable team standards of behavior. Norms
establish the team culture. Hold each other accountable to the norm.
Leadership: What climate has the leader established? Do the team members feel valued and
empowered? Are team members able to openly contribute ideas? Can team members
question the leader’s decisions?
Task
structure
Team
boundaries Norms Leadership
11
TEAMS AND ORGANISATIONAL FIT
Diversity is an important factor in teams – plus the need for each of the
positions or roles within the team structure to be filled by the
appropriate personnel.
High performance organisations demonstrate team-based operations.
Other characteristics of high performance organisations include:
• Processes and systems are organised around cross-functional teams
• Fewer levels of management
• Flexibility
• Policies that incentivise performance as a priority
• Team goals link with organisational vision and goals
• Customer focus as a priority
12
DEVELOP PERFORMANCE PLANS
The development of a performance plan happens at the beginning of the
performance cycle or the start of a new role. Performance plans should be created,
discussed and implemented in consultation with employees.
It is important for these documents to exist, be agreed upon and adhered to. The
plan should clearly communicate:
• Objectives
• Conduct and behavior
• Knowledge and skills
• KPI’s (measure of success)
The plan forms a solid foundation for performance discussion. Performance
management is an ongoing process of agree, review, assess. When using the
performance plan during the performance discussion it should be used as a tool,
with the focus on discussion between you and the employee. Team based
performance plans will be discussed with the team.
13
DEVELOP PERFORMANCE PLANS
Performance plans measure an organisations progress and
performance towards achievement of goals and business objectives.
• Plan, collect and analyse data and information
• Monitor, assess, evaluate and record needs and expectations
• Design and implement effective human resource management
techniques
• Develop efficient core process management procedures or
controls
14
DEVELOP PERFORMANCE PLANS
Performance plan
Name:
Date
Team objective #1
Key responsibilities
(from Job description)
Task KPI Responsibility Timeframe
Team objective #2
Key responsibilities
(from Job description)
Task KPI Responsibility Timeframe
For a team to be truly effective there must be clear, achievable, agreed key
performance indicators (KPI).
Without KPIs, team effort will be dispersed and without agreement there may be only
minimal commitment. As discussed previously, most teams will have been given a
broad direction from management. As part of the process of understanding this broad
direction, teams should break down the directive into smaller goals and then further
again so that they have defined actionable objectives.
15
DEVELOP PERFORMANCE PLANS
The performance plan will be supported by an effective performance
management process which will include a performance appraisal.
There are eight key principles for a successful performance appraisal
system:
Steps Description
Step 1
Acknowledging there are two reasons for performance appraisaladministrative
and developmental.
Step 2 Use a cascading performance appraisal process.
Step 3
Establish standard for performance which are based on current
job analysis and job descriptions.
Step 4 Use appropriate observation and data collection methods.
Step 5
Use realistic comparisons between the observed data and
predetermined standards.
Step 6
Use appropriate feedback methods regularly and address nonperformance.
Step 7 Create action plans.
Step 8
Action plans become the base for your employee development
programs.
16
MEASURING SUCCESS IN BUSINESS
There are several terms that refer to desired outcomes and measuring
performance and success. Strategic, operational plans, business objectives, goals,
tasks, actions, activities, key result areas, key performance indicators (KPIs) etc….
Understanding how these terms differ and relate to each other can be confusing.
The reality is, many of the above terms can be used interchangeably (they refer to
the same thing!) Depending on where you work or what you read, these terms
can be used in a variety of different ways. This section aims to clarify what these
terms mean and how they are used and interrelate.
Goal, Objective, Aim, Target (GOAT)
• These terms are interchangeable and generally refer to a desired outcome for
a business/organisation or individual. A GOAT can be set at a strategic level or
for individual, personal or work desired outcomes
• GOATs can be broken down into smaller steps (see TAA) to make them more
manageable
17
MEASURING SUCCESS IN BUSINESS
Using GOATs effectively
WOOP! (Wish, Outcome, Obstacle, Plan) is a proven way of
achieving desired outcomes. It is a tool that helps us to develop a
plan to and identify and overcome obstacles that stand in the way of
achieving the outcome.
• Gabriele Oettingen http://www.woopmylife.org/ suggests
identifying obstacles in that may make achieving your wish
difficult, while focussing and staying motivated by the outcomes
that you gain once your wish is achieved. Use the following four
steps as a tool to help you achieve your desired outcome (GOAT).
• In business, the first GOATs are set at the strategic level.
Wish Outcome Obstacle Plan
18
MEASURING SUCCESS IN BUSINESS
To demonstrate the concept of WOOP we will use a wish common to
students everywhere!
Wish
Define your wish – what is your desired outcome? When would you like to have
achieved this by? Your wish should be challenging but achievable.
Example You want to complete your latest assignment by next Wednesday evening.
Outcome
Define the best part of achieving your wish. What is the best outcome you associate
with achieving your wish? What is the most important thing to you?
Example You will be close to the end of your study.
Obstacles
This is a critical piece of this process. Obstacles exist and need to be identified from
the outset. What are the obstacles that stop you from achieving your desired
outcomes? Be realistic!
Example When at home you are tempted to watch television instead of studying!
Plan
Visualise and plan how you will overcome the obstacles that in reality stand in your
way to achieving your GOATs!
Example
What can I do to achieve my wish? We know the problem involves too much
television watching so we need to plan to address this obstacle. Plan to limit
television watched or tell yourself you can watch it after you have worked on your
assignment for a two hours.
The obstacle is reality. Dealing with it is essential. Your plan will be geared towards achieving your
desired outcome.
According to WOOPyourlife.com we should now use ‘if’ and ‘then’.
So … if you know that the television distracts you then stop watching it!
19
MEASURING SUCCESS IN BUSINESS
KRA! Key result areas represent critical result categories identified for departments within
organisations. These help managers and staff to understand what needs to be achieved and
how performance will be reported on. Examples of KRAs can include:
TAA! Tasks, actions and activities. These words are also interchangeable.
GOATs can be broken down into smaller steps to make them more manageable? TAAs are
the pieces or smaller steps that contribute to achieving the desired outcomes (GOAT).
KPI: Key performance indicators are used to measure progress and performance towards
achievement of GOATS. KPIs can, and should, be established to measure all aspects of the
organisation. They should be set and reviewed at regular intervals. Management should
monitor these measures to ensure individuals and teams are meeting required performance
standards. If not, corrective action should be taken.
KPIs are best written using the SMART method. When the SMART method is used a
measurement is created to monitor what will happen, how it will happen, when it will
happen, who has responsibility and how the outcome will be measured.
Human
resources Sales Customer
service Productivity Income WHS
Specific Measureable Achievable Relevant Time bound
20
MEASURING SUCCESS IN BUSINESS
21
MEASURING SUCCESS IN BUSINESS
The purpose of a team is to achieve something concrete. A desired outcome.
At this stage it is necessary to consult with the whole team. We need to meet with the
team and ensure there is a clear understanding of the:
• Organisational GOATs
• How operational GOATs relate to the operation of our team
• Identify Key Result Areas (KRA) for our team
• Generate ideas and ensure the whole team has a clear understanding of the teams
purpose and how it fits into the organisation
• Once this has been established we would also define as a group the individual roles
and responsibilities eg: specific job descriptions
A team that does not have clear GOATs, good leadership, competencies, and a
willingness to work together will find it difficult to achieve its outcomes.
How does each team member know their responsibilities or what is expected of them?
These should be defined via a job description.
22
GOAL SETTING
Dr Edwin Locke completed pioneering research on goal setting and motivation in the
late 1960s. He found employees were motivated by clear goals and feedback. Locke
developed the SMART framework.
We recommend applying the concept of SMART to individual KPIs. Apply
WOOP to the larger GOATs. WOOP constitutes a change in thinking from
SMART, both have their applications.
• Clear KPIs are measurable and unambiguous.
• When a KPI is specific, with a definite time set for completion, there is less
chance of misunderstandings occurring around what behaviours will be rewarded.
• Teams who know what is expected, are more likely to achieve a positive outcome.
Vague KPIs have limited motivational value and can be easily misinterpreted.
• It is also important to place a time limit or a deadline so it does not become a
never-ending project!
• To make a KPI specific, measurable and time-bound clarify how success and
performance will be measured.
23
S.M.A.R.T
GOATs or KPIs that serve no real purpose other than appeasing others should be avoided.
Strike a balance between challenging and achievable KPIs. Setting one you’ll fail to achieve is demotivating.
The need for success and achievement is strong and teams are best motivated by challenging,
but realistic measurements.
In order for a KPI to be achievable we need required resources to be available. Consider:
• The different human, financial, physical and business technology resources you and your team need to be
successful
• What resources are presently available and unavailable?
• How can access be gained to presently unavailable resources in the future?
• Has sufficient time been allowed to complete the goal? If you do not allow sufficient time, you will not
give yourself the best chance of success
• Do you have the support of your family (and/or people close to you) and mentor/ manager/ supervisor/
colleagues in achieving the goal? Behind each success is usually a strong support network. Make sure you
get people on board to not only provide encouragement, but to hold you accountable to your goals.
Research suggests people are more likely to achieve a goal if they have told someone about it
Specific
•Clear and precise
– address specific
problems/issues
and have clearly
defined outcomes
Measurable
•Progress toward
achievement can
be measured and
assessed
Achievable
•The goal contains
stretch elements
but is not
unreachable
Realistic
•The goal is realistic
and relevant to the
issue/need and
client
Timely
•How much time
will it take and
when will it be
achieved – able to
be tracked?
24
MEASURING SUCCESS IN BUSINESS
A solid performance plan is to identify how the team will measure its success. How will it know if
it has achieved its goal, and how will it know how well it has performed? The team should
collectively agree on the KPI’s to be used.
• Example By January the prototype will have 100% functionality and be capable of operating
for a minimum of 10 minutes.
KPIs are used to measure an organisations progress and performance towards achievement of
goals and business objectives. KPIs can, and should be, established to measure all aspects of
the organisation.
• Example Financial, service, employee behavioural management, employee performance
management, product development, productivity – specifically numbers of new customers,
debtor reduction, return on investment (ROI).
KPIs should be set and reviewed at regular intervals. Management should monitor these measures
to ensure individuals and teams are meeting required performance standards. If not, corrective
action should be taken.
KPIs create a sense of urgency and challenge each member of the team to commit. If the required
results, measurement and evaluation methods, and review timetables are understood and agreed
to by all team members, it creates a compelling drive to make success happen.
25
PERFORMANCE OUTCOMES
One of the biggest parts of working effectively in a team, is supporting your team members.
• ‘Alone we can do so little, together we can do so much.’ Helen Keller
What does this quote mean to you and what does it means to an organisation? When a team
of people work on a common goal, they can achieve much more than individuals. Not
supporting one another to meet team outcomes makes your team less effective, or
completely ineffective.
Group dynamics need to be understood. How your team members interact will impact on
the effectiveness of the team? The loud overbearing member may stop others from
contributing, the painfully shy member may never share their ideas which could be really
valuable. Social psychologist and change management expert Kurt Lewin worked on group
dynamics in the 1940s. He is credited with understanding the different way people behave in
groups. Different combinations of teams and the resulting behaviour can impact on members
in both positive and negative ways.
Groupthink is a term which refers to the behaviour of groups who put the idea of agreement
ahead of everything. No one wants to speak against an idea, they just agree regardless of the
outcomes or possibility of better decision making. Team members who are reluctant to offer
an alternative opinion may just be afraid to go against the greater consensus.
26
GROUP DYNAMICS
Group dynamics – how your teams interactions impact on the effectiveness of the team?
Loud overbearing member may stop others from contributing, shy members may never
share their ideas which could be really valuable. Social psychologist and change
management expert Kurt Lewin worked on group dynamics in the 1940s. He is credited
with understanding the different way people behave in groups. Different combinations of
teams and their behaviour can impact on members both positively and negatively.
Positive group dynamics offers the
following benefits:
•High levels of trust between
members
•Work together to achieve greater
results than individuals working
toward the same objectives
•Demonstrate support for members,
other teams and the organisation
•Regularly monitor, evaluate and
review performance as an aid to
improvement
•Ability to achieve consensus and
hold each other answerable for roles
and results
•More creative and innovative than
other groups
•Strong teams have good sound
leadership who can control and
encourage members and prevent in
fighting and arguments and
encourage agreement and groups
who put the good of the team ahead
of individual needs
Negative group dynamics
•Will hold the team back the common
outcomes of this poor dynamic
includes:
•Lack of consensus, participation and
poor performance of the team as a
whole
•Dissatisfied members
•Dominant members who control the
group in a poor way
Strategies to improve team dynamics
can include:
•Deal with issues quickly, don’t allow
them to escalate, feedback is crucial
•Team leaders need to:
•Understand the team and their
roles, how they behave and how to
encourage and support them
•Be observant, avoid missing the
early warning signs which can signal
disruption understand the different
stages or team development
•Define roles and responsibilities so
all this information is clear and
understood
•Make sure the team is comfortable
and can rely on each other
•Communicate all the time!
27
COACHING
‘A successful coach is someone who will get you to do something you
don’t want to do; that you have to do; in order to reach your goals.’
• Coaching is a useful way of developing employee’s skills and
abilities, and improving performance.
• A coaching session takes place between a coach and the coachee
and focuses on helping the coachee discover answers from
themselves. People are more likely to engage with the solutions
they come up with themselves, rather than those forced upon them
• Most formal professional coaching is carried out by qualified people
who work with clients to improve their effectiveness and
performance and help them to reach their full potential
• See your eBook for more on coaching and mentoring
28
SUPPORT YOUR TEAM
• As a manager it is important to understand your team in order to
support the members fully
• It is good to identify the different stages of team development and to
determine where your team is placed
• This enables the team to identify development needs, assess the best
strategies for overcoming weaknesses, and determine the best
methods for moving forward
• Much research has been done on group behaviour and development
• The Forming – Storming – Norming – Performing – Adjourning Model of
group development was first proposed by Bruce Tuckman in 1965
• See your eBook for more information
29
SUPPORT TEAMS TO ACHIEVE THEIR PURPOSE
Processes need to be in place to ensure all team members understand what
is expected of them. Team members must receive appropriate support in
meeting all expected outcomes.
• Develop or examine outcomes as a group to raise understanding and commitment to the purpose
of the team
• Explain and clarify policies, procedures, instructions
• Help colleagues complete tasks on time, to share skills and teach each other
• Problem solve
• Foster a positive attitude and behaviour for team members towards
• Provide and ask for feedback, ask team members to propose suggestions
• Meet with team or individuals to discuss GOATs and working effectively
• Ask for suggestions before meetings to understand the team and individual needs
• Promote ideas and spread a culture of openness and honesty in the workplace
• Allow team members opportunity to express concerns of matters that require resolution
• Mediate any issues and negotiate with staff to determine an equitable compromise
• Value all ideas and contributions and build upon staff ideas
• Lead by example, encouraging the team to do so as well
30
PRESENTATION SUMMARY
Now that you have completed this presentation you should be able
to:
• Consult team members to establish a common understanding of
team purpose, roles, responsibilities and accountabilities
• Develop performance plans to establish expected outcomes,
outputs, key performance indicators (KPIs) and goals for work
team
• Support team members in meeting expected performance
outcomes
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