Developing & Sustaining Developing & Sustaining

Effective Effective Teams Teams

Ian Govier Ian Govier (Facilitator)(Facilitator)

Senior Nurse Advisor Clinical Leadership Development Programme

ELEPHANTELEPHANTAre we thinking the same thing?Are we thinking the same thing?

Aim of the ProgrammeAim of the Programme

To assist the clinical To assist the clinical leadership development leadership development

of of Senior Nurse Advisors Senior Nurse Advisors at NHS Direct Wales at NHS Direct Wales

Programme ObjectivesProgramme Objectives

The Programme will assist participants to The Programme will assist participants to develop their clinical leadership potential through:develop their clinical leadership potential through:

• Active participation in clinical leadership Active participation in clinical leadership workshops and related activities; workshops and related activities;

• Identifying and critically examining the key Identifying and critically examining the key characteristics, attitudes and behaviours associated characteristics, attitudes and behaviours associated with effective clinical leadership;with effective clinical leadership;

• Taking action to successfully lead the Nurse Advisor Taking action to successfully lead the Nurse Advisor team and thereby enhance the performance and quality team and thereby enhance the performance and quality of health care provision provided by NHS Direct Wales.of health care provision provided by NHS Direct Wales.

Introductory Days x 2

Clinical Leadership an introduction to practices and principles July 25th & 26th

Module 1

Clinical Leadership developing & sustaining effective teamsSeptember 5th

Clinical Leadership exploring organisational influencesSeptember 6th

Module 2

Clinical Leadership leading and implementing complex changeOctober 24th

Clinical Leadership managing performanceOctober 25th

& improving patient care

Senior Nurse Advisor

Clinical Leadership Development Programme

What do you want to What do you want to ACHIEVEACHIEVE or or CHANGECHANGE as a result of today? as a result of today?

To explore how To explore how we can develop we can develop & sustain & sustain Effective TeamsEffective Teams

Examine our team

values

To explore how we To explore how we can develop & sustain can develop & sustain

Effective Teams Effective Teams

Explore our team roles

Refer to and discuss

relevant team research

Identify characteristics

of effective teams

Explore our team

dynamics

Revisit the ‘constants’

Healthcare Healthcare Leadership & Leadership &

The The ChallengeChallenge

ManagementManagement

Permanent White Water Permanent White Water (Vaill, 1996)(Vaill, 1996)

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

Developing Developing & Sustaining & Sustaining

Effective Effective Teams Teams

- principles- principles

Leadership in the new millennium Leadership in the new millennium has comprehensively come of age. has comprehensively come of age.

Where once leaders were aloof Where once leaders were aloof decision-makers, today they decision-makers, today they

are dedicated collaborators are dedicated collaborators whose role is to whose role is to give power give power

to their to their TEAMTEAM rather than rather than wield power to their own ends. wield power to their own ends.

Leaders on Leadership– an intimate view of life at the top of Europe plcLeaders on Leadership– an intimate view of life at the top of Europe plc

Development Dimensions International (DDI) Research Report, January 2006Development Dimensions International (DDI) Research Report, January 2006

What is What is a team? a team?

A team is more than just a group of A team is more than just a group of individuals who work together. individuals who work together.

A team is a small number of A team is a small number of individuals with complementary skills individuals with complementary skills

committed to a common purpose, committed to a common purpose, common performance goals and common performance goals and

an approach for which they hold an approach for which they hold themselves collectively accountable. themselves collectively accountable.

(2007)

A team is a group of individuals who work A team is a group of individuals who work together to produce products or deliver services together to produce products or deliver services

for which they are mutually accountable. for which they are mutually accountable.

Team members share goals and are Team members share goals and are mutually held accountable for meeting them, mutually held accountable for meeting them,

they are interdependent in their they are interdependent in their accomplishment, and they affect the accomplishment, and they affect the

results through their interactions with results through their interactions with one another. one another.

Because the team is held collectively Because the team is held collectively accountable, the work of integrating accountable, the work of integrating

with one another is included in the with one another is included in the responsibilities of each member.responsibilities of each member.

(Mohrman and Cohen, 1995)

Teams possessing the followingTeams possessing the followingcharacteristics are more effective characteristics are more effective

in delivering high quality care: in delivering high quality care:

• clarity of team objectivesclarity of team objectives

• high levels of participation high levels of participation from all team membersfrom all team members

• high emphasis on qualityhigh emphasis on quality

• high support for innovationhigh support for innovationHealth Care Team Effectiveness Project (Borrill and West ,2002)

What are some of the What are some of the

characteristics of an characteristics of an effective team? effective team?

Group Work

Defend Defend or or

Destroy! Destroy!

Group Exercise

In health care In health care terms, what terms, what

difference does difference does team working team working

really make?really make?

Borrill & West (2002) found that individuals who worked in well functioning teams had

lower levels of stress and better mental health.

Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality.

Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing

team functioning and effectiveness!

It Takes It Takes a Team a Team

Coming together is a beginningComing together is a beginning

Keeping together is progressKeeping together is progress

Working together is successWorking together is success

John C. Maxwell

TaskTask

IndividualIndividual

TeamTeam

Action Action Centred Centred

Leadership Leadership John Adair (2002)

Achieve Achieve the the

TaskTask

Develop the Develop the IndividualIndividual

Build the Build the TeamTeam

Action Centred Leadership Action Centred Leadership

How do we How do we motivate teams motivate teams

to action? to action?

The ‘8 Rules’ for Motivating People:The ‘8 Rules’ for Motivating People:

• Be motivated yourselfBe motivated yourself

• Select motivated peopleSelect motivated people

• Treat each person as an individualTreat each person as an individual

• Set realistic but challenging targetsSet realistic but challenging targets

• Understand that progress itself motivatesUnderstand that progress itself motivates

• Create a motivating environmentCreate a motivating environment

• Provide relevant rewardsProvide relevant rewards

• Recognise successRecognise success

http://www.teambuilding.co.uk/john_adair.html

‘‘Number Number Cruncher’Cruncher’

Group Exercise

““That which we persist in That which we persist in doing becomes easier -doing becomes easier -

- not that the nature of the - not that the nature of the task has changed, but our task has changed, but our

ability to do has increased.”ability to do has increased.”

Ralph Waldo Emerson

Real teams do not develop Real teams do not develop until the people in them work until the people in them work hard to overcome the barriers hard to overcome the barriers

of collective performance. of collective performance.

Overcoming barriers to Overcoming barriers to performance is how performance is how

groups become teams.groups become teams.Katzenbach (1993)

InitiatorInitiator beginning actions and processes that beginning actions and processes that

promote team development and performance promote team development and performance

Model Model shaping behaviour and performance that shaping behaviour and performance that

reflects the expectations set for the team reflects the expectations set for the team

CoachCoachserving as counsellor, mentor and tutor serving as counsellor, mentor and tutor

to help team members improve performance to help team members improve performance

The 3 important roles The 3 important roles of a Team Leader of a Team Leader

How am I How am I doing as a doing as a

Team Leader? Team Leader?

Team Leader Checklist

What is my What is my contribution contribution

to the to the team?team?

Team Role Audit

Code of Conduct Code of Conduct for NHS Managers for NHS Managers

• Patient-centredPatient-centred• AccountableAccountable• Performance orientedPerformance oriented• Responsive to local needsResponsive to local needs• Equal, diverse & values inclusionEqual, diverse & values inclusion• Partnership focusedPartnership focused

National Assembly for Wales (2006)

What are the What are the underpinning underpinning

Values Values that exist that exist in in

our team?our team?Team Values Exercise

TEAMS TEAMS - a ‘vehicle’ - a ‘vehicle’ for service for service delivery and delivery and

improvementimprovement

Where am I with my Where am I with my team at the moment?team at the moment?

Choosing Choosing our ‘team’ our ‘team’

vehiclevehicle

Which vehicle represents our team, & why?Which vehicle represents our team, & why?

Is it a +ve or -ve image?Is it a +ve or -ve image?

How do you think others perceive you and How do you think others perceive you and your team in terms of your vehicle?your team in terms of your vehicle?

Who drives this vehicle? Who drives this vehicle?

Who else sits in this vehicle?Who else sits in this vehicle?

Do you want to change your vehicle?Do you want to change your vehicle?

Do you change position? How comfortable are you?Do you change position? How comfortable are you?

Final Final

ThoughtsThoughts

The ConstantsThe Constants

ChangeChange PrinciplesPrinciples ChoiceChoice

(Covey, 2006)

What am I doing What am I doing to become a to become a transformational transformational

team leader?team leader?

What am I What am I (are we)(are we)

going to going to dodo differently differently

after today?after today?

If we always do If we always do what we’ve what we’ve

always done… always done…

……we’ll always we’ll always get what we’ve get what we’ve

always got!always got!

The The ‘Trim Tab’‘Trim Tab’ effect effect

‘‘Trim Tab’Trim Tab’

HMS HMS

Be a TRIM TABBER!Be a TRIM TABBER!

and and finally…finally…

……we’ll probably we’ll probably do nothing about it!do nothing about it!

If we do nothing If we do nothing about it in 24 hours… about it in 24 hours…

Thank YouThank You

DiolchDiolchWebsite: www.ctrtraining.co.ukWebsite: www.ctrtraining.co.uk

http://www.ctrtraining.co.uk/resources.phphttp://www.ctrtraining.co.uk/resources.php