Lead Team Effectiveness - cti.thefrontlinegroup.com.au

BSBLDR403

Lead Team Effectiveness Learner Resource

Version 1.0 © The Frontline Group (International) Pty Ltd 2016

This resource is one of a suite of training and assessment materials developed by The Frontline Group (International) Pty Ltd on behalf of Capital Training Institute.

© The Frontline Group (International) Pty Ltd 2015

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Contents Introduction ............................................................................................................................................ 4

Chapter 1: Team Defined ........................................................................................................................ 5

1.1 The meaning of a team ................................................................................................................. 5

Chapter 2: Team performance plan ........................................................................................................ 7

2.1 Performance plan contents........................................................................................................... 7

2.2 Team support .............................................................................................................................. 12

Chapter 3: Team cohesion .................................................................................................................... 14

3.1 Group development .................................................................................................................... 14

3.2 Group behaviour ......................................................................................................................... 15

3.3 Provide Feedback ........................................................................................................................ 19

Chapter 4: Facilitate team work............................................................................................................ 21

4.1 Team participation ...................................................................................................................... 21

4.2 Problem solving ........................................................................................................................... 22

4.3 Role Model .................................................................................................................................. 24

4.4 Motivation ................................................................................................................................... 26

Chapter 5: Liaising with Management .................................................................................................. 29

5.1 Priority of managers .................................................................................................................... 29

5.2 Communication processes and methods .................................................................................... 30

Glossary of terms .................................................................................................................................. 34

References ............................................................................................................................................ 36


Introduction Adult learners are internally motivated and self-directed.

Adult learners resist learning when they feel others are imposing information, ideas or actions on them (Fidishun, 2000).

This learning resource gives you an overview of all the areas of study. This learning resource also facilitates your learning by offering a series of additional resources for you to access. As you bring a wealth of knowledge and experience to your study it is up to you what areas you choose to explore further using the resource lists provided.

This learning resource covers BSBLDR403 Lead Team Effectiveness.

Adult learners are practical and goal orientated.

"They experience a need to learn it in order to cope more satisfyingly with real-life tasks or problems" (Knowles, 1980 p 44, as cited in Fidishun, 2000).

This learning resource includes opportunities for applying and embedding the knowledge gained through learning activities. The learning activities are included at the end of each chapter and can be completed either individually or in groups. Activities will focus on the key learning within the chapter and are designed to help consolidate and expand your knowledge of the subject.

Icons

The following icons are used throughout this resource to guide your learning:

This icon indicates there is a web link. They are highlighted to encourage further research. There are also multiple hyperlinks that can be found within the content.

This icon indicates a worked example is provided to support the application of learning.

This icon indicates that there is an activity to be completed.

Promoting effective team work leads to successful outcomes for businesses. Teams can be made up of several parties often with different priorities – in the case of construction, there may be the client who wants value for money, the project manager who is concerned with timelines and the architects who are concerned with aesthetics and safety. The leader must work to develop a team performance plan, foster team cohesion, encourage involvement and ensure effective communication channels are in place to ensure success.


Chapter 1: Team Defined It is important to understand what constitutes a team and what traits must be present in a team in order to lead team effectiveness.

1.1 The meaning of a team “A team is a small number of people with complementary skills who are

committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”

Katzenbach and Smith (1993 p.112)

A team works together towards a common goal. They have a shared purpose and vision and as a team they’re committed to delivering on desired results.

Unlike a group a team tends to have:

• A leader • A high level of trust • Synergy

Team members understand they perform better as part of the team than as an individual.

Team benefits

An effective team not only ensures a good working environment and high motivation for individuals it also adds value to the business. Benefits include but are not limited to:

• Waste reduction • Enhanced workplace safety • Improved quality of work • Improved productivity • Reduction in defects • Greater commitment • Better results • A flexible workforce • Enhanced organisational culture

Teams in Construction

The nature of how teams come together in the construction industry, poses a unique challenge to leaders. Most people who form a team on a construction job are representatives of different businesses contracted to a project. Their principle allegiance is to their respective business and their main aim is to make a profit for their business. However, the leader and/or client expect that the team is focused on meeting the specific objectives of the job.

Real teamwork is promoted when the team members’ attention is shifted away from individual goals to group goals.


A construction team comprises a large number of participants, typically involving:

• Client • Project manager • Financier • Legal consultant • Design leader (architect or structural engineer) • A main contractor • Sub-contractors


Chapter 2: Team performance plan There are numerous factors that determine the success of team. An important one is a performance plan.

A team performance plan is a detailed plan that outlines:

• The team goals • The roles and responsibilities of each team member • The desired performance levels

2.1 Performance plan contents

Businesses may have specific policies and procedures with regards to how performance plans are developed. Here are some typical inclusions in a performance plan:

Team goals

Team goals should all align with the overarching goals of the business and will vary depending on their specific application.

“People who feel collectively responsible are willing to work especially hard to avoid letting the team down.”

Majchrzak & Wang (1996, p. 95)

A high performing team will have a series of measurements that map back to the aligned goals of the business and the team itself. A popular way to create goals is the use of the SMART goal setting method:

SMART Model:

Specific The goal must be very explicit to ensure it is well understood.

Measurable The goal needs to have a clear measure so that the team know how they’re progressing towards goal achievement and are able to identify once the goal is completed.

Achievable It is important to ensure that the goal is achievable. There needs to be enough resources including team members to achieve the goal.

It is good to stretch and challenge a team when setting goals however if the goal is too big or appears impossible it can act as a de-motivator rather than a motivator.


Relevant In order to be relevant a goal needs to be in line with the overall organisational strategy.

Time-bound There must be a time frame on the goal to ensure there is a sense of urgency. Having a clear end date ensures other tasks don’t take priority over the goals.

For example, the SMART model can be applied to the goal “increase revenue” as follows:

Specific - Rather than ‘increase revenue’ the goal should read ‘Increase revenue through securing additional jobs’

Measurable - Rather than ‘Increase revenue through securing additional jobs’ the goal should read ‘Increase revenue by securing additional jobs ’by 5% on last year’

Achievable - Consider if there are sufficient sales resources to enable the increase in sales and how the business will manage the increased work once the jobs have been won

Relevant - If the team do not see the benefit of the goal and how it will support the overall vision it is unlikely to be strived for.

Time-bound - Rather than ‘Increase revenue by securing additional jobs ’by 5% on last year’ the goal should read ‘Increase revenue by securing additional jobs ’by 5% on last year by the end of the financial year – July 30’

It is important that everyone within the team is working towards the same goal. Each individual within a team needs to understand their role in achieving the vision of the business.

Roles and Responsibilities

Regardless of an individual’s position within a business, they need to have a clear understanding of their roles and responsibilities. There are many ways in which businesses may choose to communicate roles and responsibilities including but not limited to:

• Providing clear position descriptions upon employment and revising descriptions on a regular systematic basis to ensure relevance and currency

• Distributing a code of conduct amongst the team so that they understand how they’re expected to behave

• Issuing team members with key performance indicators to ensure they are clear on the expected outcomes

• Liaising directly with the direct line manager to discuss performance expectations • Standard operating procedures or policies and procedures that outline clearly the

business’ expectations when carrying out specific tasks

A team performance plan should specify the role each member will play in achieving the team goals. Belbin (1981) argues there are 9 roles that make up a team.


Belbin’s Team Roles

Doing / acting Shaper • Well-organised and predictable. • Takes basic ideas and makes them work in

practice. • Can be slow.

Implementer • Lots of energy and action, challenging others to move forwards.

• Can be insensitive.

Completer Finisher

• Reliably sees things through to the end, ironing out the wrinkles and ensuring everything works well.

• Can worry too much and not trust others.

Thinking / problem-solving

Plant • Solves difficult problems with original and creative ideas.

• Can be poor communicator and may ignore the details.

Monitor-Evaluator

• Sees the big picture. • Thinks carefully and accurately about things. • May lack energy or ability to inspire others.

Specialist • Has expert knowledge/skills in key areas and will solve many problems.

• Can be disinterested in all other areas.

People / feelings

Coordinator • Respected leader who helps everyone focus on their task.

• Can be seen as excessively controlling.

Team Worker • Cares for individuals and the team. • Good listener and works to resolve social

problems. • Can have problems making difficult decisions.

Resource Investigator

• Explores new ideas and possibilities with energy and with others.

• Good networker. • Can be too optimistic and lose energy after the

initial flush.


Source: Changing Minds

Belbin’s model can be useful when deciding on which team member should take which role. It enables the team leader to match the skill set of each team member using the role descriptors.

Activity

Think about one for the teams you are currently involved in. List the people within the team and decide which of the nine roles is most relevant for each person.

Share this list with your direct supervisor or colleague for feedback.

Desired performance levels

Within any role there are a set of expected outcomes. These are often referred to as key performance indicators (KPIs). These KPIs form the basis of measuring a team member’s contribution to the overall business goals.

KPIs are designed to:

• Improve individual and team, performance and participation • Improve systems and operations • Measure the efficiency or effectiveness of systems or services • Review quality standards and expectations • Ensure productivity improvements • Encourage innovation and new ideas

KPIs will be closely aligned with the business’ vision and strategic goals. KPIs communicate the desired performance level and can be expressed quantitatively or qualitatively.

Quantitative KPIs include a numeric measure, example of quantitative KPIs include:

• Sales growth of #% on last year • Net profit of #% of sales • Team member turnover rate of #% • Number of client complaints not to exceed #

Qualitative measures within a business include but are not limited to:

• Code of conduct • Client satisfaction levels • Working well within a team • Living values

http://changingminds.org/explanations/preferences/belbin.htm


Below is an example of some construction-related team KPIs including demonstration of how they link to overall business goal areas.

Business goal area

KPI Detail

Sales Actual contracted work vs Budget work YTD

Can be calculated as a % variance on budgeted figures

Contracted work vs last year

Can be calculated as a % growth or decline

Profit Cost of labour (COL) Can be calculated as a $ figures or as a % of sales

Cost of materials (COM) Can be calculated as a $ figures or as a % of sales

Productivity Overall Schedule Variances

Provides information on team performance: Overall, is the business working as productively as it should be. Can be calculated as a % variance of actual progression through contracts compared with forecasted

Quality Defects Found Measures the number of defects discovered across the business and can be calculated as a figure or a % compared with previous year’s figures

Safety Reportable Incidents Ensures proactive monitoring of incidents as part of a wider Health & Safety strategy

Client Client complaints Reported as a figure for a particular time period

Satisfaction rating Results reported across the business based on client feedback solicited

Leaders may need to call upon their delegation and work allocation skills. Delegating may be required when allocating responsibilities within the team performance plan ensuring an

http://www.mindtools.com/pages/article/newLDR_98.htm


appropriate and fair workload is allocated to each member of the team. It may also be necessary to negotiate with team members around their KPIs or work allocation so leaders should be prepared for this.

The ACT Public Service has developed some useful and relevant templates and guides:

Developing a Performance Plan contains tips on what constitutes a plan and how to consult with relevant team members – this applies to both individual and team plans.

Having Team Performance Discussions is specific to working with a team on performance planning

2.2 Team support

Consult with the team

When establishing team expectations it is important to consult with the team. Consultation methods may include but are not limited to:

• Meetings • Interviews • Brainstorming sessions • Email/intranet communications • Newsletters

It is critical that all team members have the opportunity to contribute to team and individual performance plans. This contribution will ensure the team take ownership of the plan it also establishes a common understanding of each member’s role and accountability within the team.

Support the team

Team members need support from the team leader in order to meet expected performance outcomes. Support may take the form of:

• Coaching in required skills, knowledge • Mentoring to provide advice and guidance • Training and development opportunities provided to fill any skill gaps • Clarification of roles and expectations to ensure everyone within the team understands

their role in achieving the team goals • Long term or short term plans outlining action to be taken in order to achieve goals • Meeting regularly to discuss and resolve any issues as well as provide an opportunity to

share best practice • Providing regular feedback on performance • Leading by example • Providing sufficient resources and information to allow the team to meet standards

http://www.mindtools.com/CommSkll/NegotiationSkills.htm

http://www.google.com.au/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&ved=0CCoQFjAE&url=http%3A%2F%2Fwww.cmd.act.gov.au%2F__data%2Fassets%2Fword_doc%2F0004%2F463603%2Fdev_a_perf_plan.doc&ei=JFbhVIjNIsbSmAXqhoCwDA&usg=AFQjCNEmTmoEPgH8KJ3Rr7DGPzAd6Fpq4A

http://www.google.com.au/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CDYQFjAA&url=http%3A%2F%2Fwww.cmd.act.gov.au%2F__data%2Fassets%2Fword_doc%2F0009%2F463608%2Fdiscuss_w_teams.doc&ei=ZFbhVNyZEIG8mgXxkYGYCg&usg=AFQjCNGfAvzbHYvTytsZ6jlcGsEUBYa99g&bvm=bv.85970519,d.dGY


Adrian, Lead Project Manager at CCC Constructions, is responsible for helping to develop the team performance plan for his team of three Project Managers.

Every year, about 2 months before the new KPIs are due, he sets up a group workshop there they look at the overall business goals and brainstorm ways in which the Project Management team can contribute towards those goals – i.e. what specific objectives could make up their KPIs and their team performance plan.

Adrian then collates the findings from the session, develops the proposed team performance plan including proposed KPIs and meets individually with each team member to discuss the detail.

Once the team are agreed, the team performance plan is documented and communicated to the business via a business-wide email to department heads.


Chapter 3: Team cohesion A team’s ability to work together and remain cohesive in achieving the team goal - regardless of any challenges - leads to greater performance. Team cohesion cannot be assumed to exist and should be understood and nurtured by leaders.

3.1 Group development

Bruce Tuckman (1965) introduced a model aimed at describing the stages of team formation; he argued that a team must go through every stage in order to deliver results.

Forming

During the forming stage team members are insecure and somewhat unsure. Team members are seeking to understand who’s who in the team. There is low commitment at this stage and no real understanding amongst members of what their goals are.

During the forming stage the leader needs to:

• Develop policies and procedures • Establish roles and responsibilities • Communicate the mission and vision to the team

Leaders should involve the team in planning and decision making.

Storming

Once the team has finished forming invariably they will move onto storming. During the storming stage team members are competitive they’re rallying to establish power. Team members are testing the boundaries of their roles and responsibilities. There can be little cooperation or team work at this stage.

During the storming stage the leader needs to:

• Listen to the team and seek feedback from them • Reinforce expectations • Provide challenging feedback to ensure the team understand what is not acceptable

It’s also important in this stage that leaders ensure issues and concerns of the team are recognised and addressed.

Norming

Eventually the storming will pass and the team will move into the norming stage. The norming stage is where the team are behaving more like a team. They’re productive, trusting and supportive of one another. At this stage the team is committed to the common goal.

During the norming stage the leader needs to:

• Recognise team member’s contributions • Reward individual and group efforts • Provide feedback and communicate regularly




Performing

The performing stage is where the team become productive. The team are all highly motivated to achieve the goals of the team and indeed the business. The team have high levels of trust, cooperation and openness. The team’s needs come before that of the individual.

During the performing stage the leader needs to:

• Value the efforts of both the individual and the team • Ensure the team have all the resources they need to succeed • Provide continued feedback and recognition • Look to sustain results

Leaders should consider how they might establish new goals that will challenge the team.

Mind Tools provides this YouTube clip that describes Tuckman’s stages of team formation.

3.2 Group behaviour

Managing the generations

Within businesses and teams generational diversity management is very challenging. Businesses in the construction industry may have up to five generations in their workforce:

• Traditional Generation • Baby Boomers • Gen X • Gen Y • Gen Z

The main three generations that make up Australia’s workforce are explored below:

Generation Traits

Baby boomers (born 1946 - 1964)

• Driven to work long hours • Live to find solutions to problems • Love to be in charge • Status means everything • Believe they will be rewarded for hard work • Little tolerance for Gen Y • Often give feedback but seldom receiving any

http://youtu.be/nFE8IaoInQU



Generation X

(born 1965 - 1980)

• Place a high priority on productivity and results • Focus on maintaining a work-life balance • Technically savvy • Independent • View themselves as free agents • Natural at multitasking • Need constant positive feedback

Generation Y

(born 1981 - 1995)

• Believe in effecting change and making an impact • Active involvement in their business’ growth • Insist on flexibility and relaxed work environment • Expect frequent praise • May mistake silence for disapproval • Need to know what they’re doing right and wrong

It is important to understand individuals within these generations have very different traits. Knowledge and appreciation of these traits is critical to ensure team cohesion.

Activity

Reflect on your working environment and, based on the information provided, note down the best ways in which to work with each generation in the interests of team cohesion.

Share the list with your team and seek their feedback on your suggestions.

The Five Dysfunctions of a Team

Patrick Lencioni (2002) argues there are five dysfunctions of a team. These dysfunctions or road blocks lead to team failure. They are:

• Absence of trust - team members are unwilling to admit their mistakes. They will not communicate their areas of weaknesses or ask for help.

• Fear of conflict – team members seek artificial harmony to avoid debate. This leads to inferior decision making.

• Lack of commitment - Without conflict, it is difficult for team members to commit to decisions this in turn creates ambiguity. Lack of direction and commitment can de-motivate team members.

• Avoidance of accountability - When teams don't commit to goals and individuals fail to pull up fellow team members on poor quality work.

• Inattention to results - Team members put their own needs ahead of the collective goals of the team when individuals aren't held accountable.


Here is a YouTube clip of Patrick Lencioni describing his five dysfunctions of a team.

This model is useful in identifying pitfalls associated with a team so that strategies can be put in place to avoid them. Strategies may include:

Dysfunction Strategies to overcome

Absence of Trust A foundation of trust needs to be built on mutual understanding and appreciation of each other’s differences.

Businesses can achieve this by facilitating team meetings/events and opportunities to work alongside each other harmoniously.

Fear of Conflict

As there is a fear of conflict team members may opt to say nothing in favour of talking behind closed doors.

To combat this team leaders need to outline expectations and create open lines of communication. This may mean holding brainstorming sessions to facilitate discussions.

Lack of Commitment

Leaders can work to ensuring that team members are clear on their roles and responsibilities as well as the policies and procedures they must follow.

Team members need to “buy in” to the team performance plan and their responsibilities within it – including the benefits to them as individuals - in order to demonstrate commitment.

Avoidance of Accountability

Once the team accountabilities are expressed and communicated via the performance plan there must be clear consequences of not delivering on desired performance levels. These consequences need to be evident through the behaviours of the leader as well as the words.

Inattention to Results

If a team has lost sight of the need for achievement, the organisational goals suffer. The team need to understand how their role meets the overall goals of the team. Team leaders need to ensure each team member is putting the team goals before their own.

http://youtu.be/w42Sfbh91vU



Adrian, Lead Project Manager at CCC Constructions, has just put together a new team to work on a new project.

The team have been working together for about 3 weeks but Adrian has noticed some disharmony and a feeling of “un-settled-ness” in the work environment, team members are insecure and somewhat unsure.

Upon considering Tuckman’s stages of team formation model and the Five Dysfunctions of a team, he identifies that the team is “forming” stage and there is an absence of trust.

Adrian decides to arrange the following actions:

• A social teem lunch meeting where team members can spend some time together “off the job” over some food and drink and get to know one another

• A Monday morning weekly meeting where Adrian spends some time talking about the team vision and his ideas for creating a team performance plan

o The team will be asked to think about their views on the team goals and how they can be measured over the next 3-6 months and report back at the next weekly meeting

o Team members have a chance to share their ideas at the next meeting

o Adrian collates their ideas into a team performance plan draft o The whole group review this at the next meeting

• One-on-one meetings with individual team members to ensure they are clear on their roles and responsibilities

• Monthly after work social hour

Activity

Reflect on the level of dysfunction in the team you are a part of by asking yourself the following questions.

• Do team members openly and readily disclose their opinions? • Are team meetings compelling and productive? • Does the team come to decisions quickly and avoid getting bogged

down by consensus? • Do team members confront one another about their short-comings? • Do team members sacrifice their own interests for the good of the team?

For any question where your response was “no”, consider what strategies may be implemented in order to move your response to a “yes”.

Share these with your direct supervisor or, where appropriate, implement within your team.


3.3 Provide Feedback

The Johari Window

Johari Window, created by Luft and Ingham (1950), is used to help team members understand the value of self-disclosure and encourage team members to give and accept feedback.

The Johari Window is a model that can be used to:

• Improve understanding between individuals within a team • Help people build more-trusting relationships • Solve issues • Work more effectively as a team

Mind Tools explains that there are two key ideas behind the tool:

1. That an individual can build trust with others by disclosing information about themselves 2. That, with the help of feedback from others, individuals can learn about themselves and

come to terms with personal issues.

By explaining the idea of the Johari Window, leaders can help team members to understand the value of self-disclosure and encourage them to give and accept constructive feedback.

Done sensitively, this can help people build better, more trusting relationships with one another, solve issues and work more effectively as a team.

Review the information provided at Mind Tools.com including the YouTube clip that explains the Johari Window.

Key points when applying the Johari window:

• Leaders can assist team members in expanding their open area by offering feedback • The size of the open area can also be expanded vertically downwards into the hidden or

avoided space by the sender’s disclosure of information, feelings, etc. about himself/herself to other team members

• Leaders can help a person expand their open area into the hidden area by asking team members about themselves

• Team members can increase the open area, by reducing the blind area, through the process of asking for and receiving feedback within the team. Team members need to ensure they adopt this theory when dealing with the wider organisational team to increase understanding between departments

Reinforcing feedback

Throughout every stage of a team’s development feedback must be given to encourage, value and reward individual and team contributions.

http://www.mindtools.com/CommSkll/JohariWindow.htm


http://youtu.be/skKBI8wcMaA


Reinforcing feedback can be given to team members in a number of ways including but not limited to:

• A word of thanks at the end of the work day • Publicly recognising an individual or team effort at the team meeting • A tap on the shoulder throughout the day to verbalise what a good job they’re doing

with a task • Words of praise published in the team newsletter or on the intranet • Giving encouraging words during a task rather than waiting until it’s complete • A letter of acknowledgement in the company newsletter

When giving reinforcing feedback it is very important to be very specific about what the team member did to earn the praise. Being specific ensures they know what behaviour to repeat it will also highlight to them the leader’s area of focus.

Rewards

A team member can be rewarded for their efforts through reinforcing feedback, there are also other ways to reward both individual and team contributions including:

• Development or promotional opportunities made available • Time off or flexible working hours • Greater autonomy or freedom • Incentives such as movie tickets, chocolates, shopping vouchers etc. • Financial gain whether it be via a bonus or remuneration increase

Individuals are motivated by different forms of reward therefore it is a good idea to seek input from team members on what they value.


Chapter 4: Facilitate team work Effective team facilitation ensures team members work together collaboratively, whilst still being accountable for their own work. Facilitating team work involves:

• Team participation • Problem Solving • Role modelling behaviours • Motivating team members

4.1 Team participation

Team input

A team’s success depends on the contributions of its members therefore it is important to encourage team members to participate in and to take responsibility for team activities.

Strategies need to be put in place to facilitate their involvement such as:

• Involving the team in decision making • Asking teams regularly for feedback about workplace issues and the working

environment • Using online forums (where appropriate) to evoke discussion and ask for input • Asking team members to contribute to the newsletter • Holding professional development sessions that cater for the needs of the team • Providing reward and recognition for individual contributions

Involving team members in meetings is also key to encouraging involvement.

Team meetings

Encouraging the team to be involved in communication processes is a key step in facilitating team work.

In order to encourage participation in team meetings the team leader needs to:

• Consult with the team as to what should be on the meeting agenda • Involve the team in deciding on how the meetings should be structured • Embed team building activities and discussions into the meeting • Relate all communication to the impact it has on both the team and the individual • Ensure everyone is invited to contribute to group discussion


4.2 Problem solving

Identifying problems

Work performance problems, issues and concerns are likely to occur when operating as a team. In order to solve these problems efficiently and remain productive it is important that these problems are identified early.

There are many methods that may be adopted to identify problems including:

• Create a matrix of issues and concerns and distribute for comment • Discuss with individuals their concerns • Suggestion boxes • Round table discussion forums • Open door policy of team leader • E-discussion forums

Resolving problems

Once the problem has been identified the team must work together in order to find a solutions. The following techniques may be used to resolve problems:

Method Explanation

Brainstorming Through open discussion the team suggest a range of solutions. These solutions can be categorised, combined and explored until a suitable solution is agreed upon.

Divide and conquer This is where the problem is broken down into manageable parts and the team work together to solve all the individual small issues which in turn will accumulate to solve the problem in its entirety.

Research The team refer to secondary sources in order to establish existing strategies to solve problems that are similar or the same as theirs.

Root cause analysis Team members resolve the problem by establishing the root cause and work to tackle it at the point of origin.

Affinity diagrams This looks to organise issues into groups. This allows the team to identify any commonality between issues.

Hypothesis testing The team assume a possible explanation to the problem and then work to prove or disprove this theory.


Trial-and-error The team test a number of solutions until the problem is solved.

5 Whys The team drilling down through the symptoms of a problem to the underlying cause by asking “why”.

It is important when problem solving to achieve team consensus. Consensus on both the origin of the problem and the desired technique to solve the problem.

Adrian discovers a problem:

There are weekly defects being discovered in the plaster work...

He adopts the 5 Why’s technique to explore the issue and develop solutions and counter-measures.

Why? The plasterers are under extreme time pressure

Why? The plumbers didn’t complete the piping on time and therefore have pushed back the timeline

Why? The plumbing supplier only delivered half of the required materials

Why? The order was not fulfilled correctly

Why? The order was placed by the new apprentice who neglected to complete the second section of the order form

Solution: Review project schedule to ascertain whether more time can be provided to plasterers to assist avoiding defects in the work

Counter-measures:

• Ensure all material orders are cross checked by site manager or project manager to ensure complete and accurate delivery of materials occurs

• Encourage these issues to be raised at weekly project meetings to allow prompt action

Further detail on any of the above problem solving techniques can be researched at mindtools.com

In addition, here is a useful article: Problem-solving techniques for high performing teams provided by Reliable Plant

Unresolved problems

Unfortunately, leaders won’t always be able to resolve the issue, concern or problem that has arisen in the workplace. In this case, it’s important that the leaders refer to other relevant arties within the business who are able to help.

http://www.mindtools.com/pages/searchresults/?words=problem+solving

http://www.reliableplant.com/Read/14690/high-performance-team



This could include seeking the assistance of:

• WHS representatives • Line Managers • Human Resources Managers • Colleagues • External business advisers

Innovation

Sometimes, the identification of a problem is a key opportunity to consider new innovations in the business. Where a problem exists, there may be potential to not only resolve it, but to also look at new ways of working that will improve productivity and reduce instances of problems occurring.

Read the article “What industry leaders say about construction innovation and productivity” to learn more about the impact of innovation in your workplace.

4.3 Role Model

Leadership

A team is only as strong as its leader. There are several traits that need to be exhibited to be an effective team leader namely:

Trait Explanation

Honesty • Display sincerity, integrity and candour • Deceptive behaviour will not inspire trust

Competency • Leader actions based on reason and moral principles • Decisions not based on emotional desires or feelings

Forward looking • Goals set with a vision for the future • The vision owned throughout the business • Effective leaders envision what they want and how to get it • Priorities picked from the leader’s basic values

Inspiring • Display confidence • Show endurance in mental, physical and spiritual stamina, inspire

others to reach for new heights • Take charge when necessary

https://sourceable.net/what-industry-leaders-say-about-construction-innovation-and-productivity/



Intelligence • Read, study and seek challenging assignments

Fair-minded • Show fair treatment to all people • Display empathy by being sensitive to the feelings, values,

interests and well-being of others

Broad-minded • Seek out diversity • Be open to new ideas

Courageous • Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles

• Display a confident calmness when under stress

Straightforward • Sound judgment used to make good decisions at the right time

Imaginative • Timely and appropriate changes in thinking, plans and methods made

• Show creativity by thinking of new and better goals, ideas and solutions to problems

• Be innovative

Source: Amended from article compiles by Santa Clara University and the Tom Peters Group

Role model behaviours

Team leaders are expected to be good role models; the leaders’ behaviour will set the tone for the group.

Effective team leaders should model:

• Respect and consideration for every team member • Good communication and team work • Good work ethic • Openness and honesty • Organisational values and code of conduct

http://www.depts.ttu.edu/aged/leadership/leadchr.htm

http://en.wikipedia.org/wiki/Role_model


Activity

Review the above table of leadership traits and identify the following:

• Which of these are your biggest strengths? What can you do to continue to ensure this is a strength?

• Which of these are your most needed areas of development? What activities can you undertake in order to develop in these areas?

Visit Mind Tools and read the article on Leadership Styles. What sort of leader

are you? Why?

4.4 Motivation

Effective teams exist when the people within them are motivated. There are many different factors that motivate individuals to achieve from money, reward and recognition to training, opportunities and responsibility. Leaders should take the time to get to know their team members and understand what motivational techniques are most relevant to their team. While it’s not possible for a leader to be the sole factor in motivating someone within the team (motivation is intrinsic and people must motivate themselves), there are strategies that a leader can adopt, in order to set a motivating team environment.

Review this You Tube clip Dan Pink on Motivation

15 Effective ways to motivate a team

People are the main and the most important resource of each business. For achieving great results each leader needs to have a motivation strategy to create and maintain the spirit of enthusiasm among employees.

1. Share the Organizational Vision With Each Member

If everyone is aware of the collective vision, which will lead to prosperity and success of each team member, motivation and enthusiasm become the indivisible parts of all activities. Leaders should ensure they continuously concentrate the attention of staff on the glory of reaching that powerful vision.

2. Communicate With Staff

https://www.mindtools.com/pages/article/newLDR_84.htm

http://youtu.be/aJWH84Nwucc


One cannot learn about ideas, attitude or concerns of team members without constant communication. Leaders should use each opportunity to interact with team members and they will discover hundreds of new ways of organising activities more successfully.

3. Make People Feel Appreciated

One of the greatest needs of each person is the need of being appreciated. Very often appreciation is a greater reward than money. Leaders should show sincere gratitude for the unique contribution everyone makes to the business.

4. Support New Ideas

Each team member will feel empowered by the opportunity to not only implement day to day tasks but as well as suggest new ideas and make them a reality. Leaders should give people a chance to take initiative and they will be amazed by their ability to create brilliant ideas.

5. Give Challenging Tasks

People can't grow if they are constantly doing what they have always done. Leaders should let team members develop new skills by giving challenging tasks. At the same time it’s important to make sure the tasks are reachable and in the frames of the person's interests.

6. Encourage Creativity

Supervising doesn't mean controlling each and every step. It means making sure that all the activities are being implemented at the highest level. Leaders should give people the freedom to find their own unique ways of solving issues and challenge them to think out of the box.

7. Give Each One Opportunities to Grow

If people know that everything is going to be the same way all the time, they will definitely lose the motivation to put their maximum efforts in work. They should be sure that the devotion and hard work will lead to new personal and professional achievements.

8. Empower Each Individual

Very often people need just a little encouragement to believe in themselves and to realise that they have a greater potential within. Leaders should always show their confidence in the unique abilities and potential of team members.

9. Give as Much Support as possible

Even if people in the team are self-disciplined and creative enough for finding solutions to various problems, they are always in need of guidance. Leaders should support team members as much as possible and they will be inspired to do the same for their team mates and for the business.

10. Manage Each One Individually

Every person has their strengths and weaknesses. Someone may be amazing at public speaking, while the other one has great writing skills. Leaders should give people a chance


to operate in the frames of their strengths and they will be more confident and motivated in their activities.

11. Don't Let People Become Bored

If leaders want teams to be enthusiastic and productive, then they should avoid routine where appropriate. Leaders should let people explore and discover by making the work as interesting and engaging as possible.

12. Create Healthy Competition

For this purpose leaders can effectively use the famous reward system. People contribute their efforts and ideas to the maximum when they know that outstanding excellence will lead to rewards. Leaders should ensure that they make sure that the reward system is absolutely transparent to everyone.

13. Celebrate Each Success

Even the smallest achievements are worth being celebrated. The road to success consists of thousand small steps. Leaders should glorify each and every goal achieved and show to the team that they made one more important step forward.

14. Make Sure There is a Good Working Environment

Research shows that environment is more important to employees than money. This is a great chance for leaders to create extra motivation for staff by making the work environment a beautiful place to work, rest and have fun at the same time.

15. Create and Maintain a Team Spirit

Team is like a family, where mutual support and trust are the most important values. Organise team activities both during working time and after to create and maintain a powerful team spirit at the workplace.

Source: Amended from Huffington Post article – 15 Effective Ways to Motivate Your Team

Activity

Review the article How Good are Your Motivation Skills?

Complete the online quiz to determine how you can develop these skills for your team.

Share your key development areas and any other findings with your direct supervisor about how you could apply this in your workplace.

http://www.huffingtonpost.com/anush-kostanyan/15-effective-ways-to-moti_b_5854242.html

http://www.mindtools.com/pages/article/newTMM_67.htm


Chapter 5: Liaising with Management No team within a business works in isolation. Teams rely on being kept informed of progress towards goals and areas that are of mutual interest. As such, teams must ensure effective relationships and communication channels exist with management.

5.1 Priority of managers

Effective teams operate in an environment where information flows openly and readily to and from line management.

Managers within a business have an interest in the team and its performance and can be relied upon to provide feedback and support, as well as information about business direction and strategy. Managers within a business may include:

• Heads of business units • Managers and supervisors • Business executives • Staff working in a range of job roles and functions

Communication methods and frequency between line managers and teams should be chosen carefully based on the needs and priorities of each party.

It is not always feasible to engage with all managers at all times – nor will it be appropriate to their needs or the needs of the team. Communication needs may be prioritised by identifying each manager’s:

• Level of interest • Degree of influence

Once it has been established whether the manager has a high or low interest and a high or low influence in a particular issue, decisions can be made with regards to communication needs.

Refer to the table below:

Manager influence / interest

Communication required

High Influence

High Interest

Fully engage with these stakeholders and make the greatest effort to satisfy.

High Influence

Low Interest

Communicate enough with these stakeholders to keep them satisfied but not so much that they become bored.


Low Influence

High Interest

Keep these stakeholders adequately informed and talk to them to ensure that no major issues are arising.

Low Influence

Low Interest

Monitor these stakeholders but do not bore them with excessive communication

Adrian, Lead Project Manager at CCC Constructions, identifies his line manager and Health and Safety Representative Steve, as a stakeholder with high influence and high interest in site safety issues. As such he ensures he consults with him on a daily basis about workplace risks and general safety issues.

He has identified David, National Compliance Manager for CCC Constructions Pty Ltd as a low influence, high interest stakeholder, so he ensures that he is kept informed about his job site’s safety via a weekly email.

5.2 Communication processes and methods

Communication processes

It is important that the team establishes and maintains an open communication process with management – and all stakeholders. A communication process should aim to:

• Build management’s understanding of team activities • Explain the rationale for team member decisions • Influence and win support from decision makers • Ensure a common understanding of the rationale, processes and procedures • Inform managers on progress

A communication process will outline the overall objective as well as specifics around the communication such as:

• Who are the intended audience? • What message do they need to leave with? • What supporting data or evidence is required? • What communication channel is most appropriate? • How will stakeholders understanding by monitored?


Consider the following table as an example of how the communication process could be documented:

Overall engagement objective:

Audience

Take-away message Communication channels

Method of monitoring

Source: Amended from Cabanero-Verzosa and Mitchell 2002.

Communication methods

There are many different communication methods that can be utilised in the workplace to lead team effectiveness. The communication method adopted must be in line with the relevant party’s needs and should allow for two way communication where possible.

Communication method examples include:

• Meetings • Conference calls • Notice boards • Intranet • Email • Phone • Industry events • Workshops

Prior to communicating it is important to establish what information is to be gained or provided with the communication. Communication and manager involvement should be a continuous activity.

Communication barriers

When planning communication processes it is important to identify any barriers that may prevent messages from being conveyed or interpreted appropriately.

http://www.ppiaf.org/sites/ppiaf.org/files/documents/toolkits/LaborToolkit/Toolkit/module6/communication.html


Barriers to communication could include:

Barrier Explanation

Language The communication message might not use vocabulary that is understood by the receiver – e.g. too much use of jargon.

Noise Various things stop a message from getting through or being heard – e.g. noise of loud tools, radios, poor connection, background noise, distractions and too many people speaking.

Overload Too much information can cause problems e.g. slow down decision making.

Emotion The relationship between the sender and receiver of communication might adversely affect the message – which could be ignored or misinterpreted.

Gaps Too many intermediaries (e.g. too many layers in hierarchy through which message has to be passed) might prevent or distort the message.

Inconsistency If people receive conflicting or inconsistent messages, then they may ignore or block them.

Source: tutor2u Barriers to C0mmunication

Activity

Identify the top 2 potential barriers to communication between teams and line managers in your workplace.

Note what can be done to ensure communication does not break down.

http://www.tutor2u.net/business/gcse/people_communication_barriers.html


Communicating about issues

As leaders, it’s important to work hard to resolve any issues, concerns and problems that may be raised by either team members or management. In some cases where issues are not able to be resolved, it’s a key responsibility of the leader to communicate details of unresolved issues, concerns and problems where appropriate, to and from team members and line managers.

Communicating details of issues raised by line managers to the team ensures that the team’s receive accurate, current information about necessary change that may need to be made and may even lead to better problem solving through involvement of the a wider group of people.

Communication of issues raised by the team to line managers allows managers to provide the necessary resources and support to solve the issue as promptly as possible or provide appropriate messaging to be passed onto the team.

Communicating these sorts of issues effectively and promptly will ensure that leaders earn and maintain respect from both team members and management.


Glossary of terms

Term Definition

Accountability An obligation or willingness to accept responsibility or to account for one's actions

Barrier A circumstance or obstacle that prevents communication or progress.

Code of conduct A set of rules outlining the responsibilities of or proper practices for, an individual. Related concepts include ethical and moral codes.

Cohesion A condition in which people are closely united

Competency The ability to do something successfully or efficiently

Dysfunction A problem or fault. A failure to achieve or sustain an expected condition

Facilitate To make something easier or help bring about

Feedback Information about reactions to a person's performance of a task, etc. which is used as a basis for improvement

Goal An observable and measurable end result having one or more objectives to be achieved within a more or less fixed timeframe

Johari Widow A technique created in 1955 by two American psychologists, used to help people better understand their relationship with self and others.

Key Performance Indicator (KPI)

A set of quantifiable measures that a company or industry uses to gauge or compare performance in terms of meeting their strategic and operational goals.

Motivation Internal and external factors that stimulate desire and energy in people to be continually interested and committed to a job


Organisational culture

The values and behaviours that contribute to the unique social and psychological environment of a business

Performance plan A formal structured process for identifying and communicating the organisational, team and individual goals expected of employees

Role Model A person looked to by others as an example to be imitated

Stakeholder A person with an interest or concern in something, especially a business

Synergy The increased effectiveness that results when two or more people or businesses work together

Team A group of people with a full set of complementary skills required to complete a task, job or project


References Fidishun, D. (2000) Andragogy and technology: Integrating adult learning theory as we teach with technology. [Conference Paper]: 5th Annual Instructional Technology Conference.

Belbin, M. (1981). Management Teams. London Heinemann.

Cabanero-Verzosa & Mitchell (2002). Communicating economic reform. Washington DC.

Katzenbach, J. R. & Smith, D. K. (1993). The discipline of teams. Harvard Business Review, 71 (March-April), 111-146.

Lencioni, P (2002). The Five Dysfunctions of a Team, Jossey-Bass.

Luft, J. Ingham, H. (1950). The Johari window, a graphic model of interpersonal awareness. Proceedings of the western training laboratory in group development. Los Angeles, UCLA.

Majchrzak, A. & Wang, Q. (1996). Breaking the functional mind-set in process organizations. Harvard Business Review, 74 (September-October), 93-99.

Tuckman, Bruce W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63, 384-399.

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http://www.au.af.mil/au/awc/awcgate/sgitc/read5.htm


http://tutor2u.net/business/people/communication_barriers.asp

http://www.nce.co.uk/teamwork-is-always-the-key-to-construction-success/8654034.article

http://smallbusiness.chron.com/effective-teamwork-construction-12170.html

https://books.google.com.au/books?id=BNVOAaPw6qMC&pg=PA33&lpg=PA33&dq=teamwork+in+construction+industry&source=bl&ots=sClhxDL6RZ&sig=0AnZF_EcSzT2BKndLqhlW3_mF_Y&hl=en&sa=X&ei=ljLhVKKCOaPNmwWOyYLgAg&ved=0CF0Q6AEwCA#v=onepage&q=teamwork%20in%20construction%20industry&f=false








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http://www.nce.co.uk/teamwork-is-always-the-key-to-construction-success/8654034.article

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https://sourceable.net/what-industry-leaders-say-about-construction-innovation-and-productivity/#




























Lead Team Effectiveness - cti.thefrontlinegroup.com.au

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