Supervisory Best Practices: The Supervisor's Role in ... · ‣Role of facilitator/leader: Usually...
45
Supervisory Best Practices: The Supervisor's Role in Creating a High Performance Team Anthony Salerno, PhD March 2020
Transcript of Supervisory Best Practices: The Supervisor's Role in ... · ‣Role of facilitator/leader: Usually...
Supervisory Best Practices:The Supervisor's Role in Creating
a High Performance Team
Anthony Salerno, PhDMarch 2020
Agenda‣Stages of team development and key
dysfunctions◦Four Stages of Team Development◦5 Dysfunctions of Teams
‣Role of Leadership‣Supervisor’s reflection and assessment of the
team
Four Stages of Group Development1. Forming
2. Storming
3. Norming
4. Performing
Tuckman, Bruce (Spring 2001). "Developmental Sequence in Small Groups'" (PDF). Group Facilitation: A Research and Applications Journal: 71–72. Retrieved 2 December 2015.
Stage 1: Forming‣ Characteristics of stage 1 teams: ◦ Members tend to be tentative and polite and to have little conflict
‣ Critical skills and activities: ◦ need to identify their purpose◦ develop group norms ◦ identify group processes ◦ define roles ◦ build relationships and trust
‣ Role of facilitator/leader:◦ Usually need a strong leader who can help the team go through its forming activities
including establishing norms, clarifying roles, developing a shared mission and purpose.◦ Designed to reduce confusion and unproductive conflict◦ Explicit discussion of the first stage activities of the team and the importance of teams
reflecting on their own functioning.
Examples of group norms typically used by collaborative teams
‣ We will not interrupt one another.‣ We will respect diverse points of view.‣ We may judge ideas, but not people.‣ We will strive for equal participation (e.g., equal talking time
for everyone).‣ We will promote creative problem solving and risk taking.‣ We will tell people when we think their ideas are valuable.‣ We will clarify decisions that have been made.‣ We will start and end meetings on time.
Stage 2: Storming‣ Definition: begin to encounter some disagreements and/or conflict. This is
natural, but teams need to find effective ways to handle conflict before they can move on to stage 3.
‣ Group characteristics: • tend to exhibit increased conflict, less conformity and “jockeying” for power.
‣ Critical skills and activities: • learn how to resolve conflict • clarify their roles, power, and structure• build consensus through re-visiting purpose
‣ Role of leader(s): • leaders and other team members who are willing to identify issues and resolve
conflict
Supervisor’s Challenge‣ The primary challenge of a stage 2 team is to move the
team from viewing conflict as undesirable to viewing it as something that can be used to enhance the team process and decision-making.
‣ The need or power and control is the underlying motivation
‣ Supervisors modeling and reframing conflict as a respectful process of identifying and resolving differing perspectives
Pitfalls‣ Avoiding and shutting down conflict ‣ Reinforcing too much conflict‣ Playing favorites‣ Having difficulty reframing disagreements‣ Having difficulty establishing effective norms in stage 1 of
trust and respectful communication‣ Having difficulty engaging in uncomfortable conversations
with any team member engaging in disrespectful conflict and ignoring norms.
Stage 3: Norming‣ Definition: moved out of the storming stage and are ready to move to
a higher level of communication and problem-solving.
‣ Group characteristics:• demonstrate an improved ability to complete tasks, solve problems,
resolve conflict.
‣ Critical skills and activities: • engage in more sophisticated problem-solving and decision-making • continue the use of effective strategies for conflict resolution and • take greater levels of responsibility for their roles
‣ Role of leader(s): • less directive, team members feel empowered, and multiple leaders
emerge
Norming demonstrates a shift in and sharing of leadership‣ A key characteristic of stage 3 is the shifting of leadership
to include all members of the group. ‣ While one person may remain a formal and designated
team leader, this supervisor is no longer the exclusive primary leader. ‣ Leadership may shift from meeting to meeting, depending
on what topic is being discussed and who has expertise that is relevant in that area.
Stage 4: Performing‣ Definition: Stage 4 teams are not common. They represent the highest level of performance
and can process their strengths and weaknesses while accomplishing their goals.
‣ Group characteristics: • flexible approach to roles and structures depending on the task at hand. • able to evaluate its effectiveness and • views conflict as an opportunity.• energetic, creative, and fun!
‣ Critical skills and activities: • high expectations for their performance.• often use sub-groups as well as the large group for decision-making and task completion. • recognize the need to ensure that all members are in agreement with the role and purpose of
sub-groups.
‣ Role of Leader:• everyone is sharing in leadership.
Poll QuestionWhat stage best describes the current level of your team?a) Formingb) Stormingc) Normingd) Performing/High Performance Teame) Fluctuates across some of these stagesf) The people I supervise don’t really work as a team
5 Dysfunctions Teams May Experience
Information based on “The Five Dysfunctions of a Team”
and “Overcoming The Five Dysfunctions of a Team”
by Patrick Lencioni
The 5 Dysfunctions
Absence of TRUST
Fear of CONFLICT
Lack of COMMITMENT
Avoidance of ACCOUNTABILITY
Inattention to
Results
1. Absence of Trust
• We want to be invulnerable
• Therefore, we do not expose our weaknesses
• Thus, we are not honest
• It is impossible to build trust without honesty
• In many cases, we are almost conditioned to “keep our guard up”
• In our society exposing weakness is frowned upon
Vulnerability based trust: what you will hear people say in high trust teams‣ “I don’t know the answer”‣ “I need some help”‣ “I didn’t understand…”‣ “Can someone help me with…”‣ “I messed up”‣ “I apologize for how I handled…. or said…..”
How do you know if your team members trust each other and trust their supervisor
What you would observe: team members who…• Admit weakness and mistakes• Ask for help• Accept questions and input about their areas of responsibility• Give one another the benefit of the doubt before arriving to a
negative conclusion• Take risks in offering feedback and assistance• Appreciate and tap into one another’s skills and experiences• Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation• Look forward to meetings and other opportunities to work as a
group
Reflection: Absence of TrustAsk yourself:•Do our team members genuinely apologize when they act
or say things that is hurtful or damaging to the team?•Do our team members openly admit when they make a
mistake; need clarification when something is unclear; express their disagreements; avoid sarcasm or harsh criticism?•Do we get to know each other as people (our personal
lives, interests, family/work stresses, talents; important personal events etc.)?
The Fragility of Trust‣ If one member of the team, especially if it’s the supervisor,
is unwilling or unable to be vulnerable, it can “infect” the entire team.
‣ This is the time for the very uncomfortable conversation with that person.
‣ If the supervisor doesn’t trust the team, this will become a serious organizational problem.
How to promote trust?‣ Simple answer, the leader goes first!
2. Fear of Conflict (difficulty in the storming stage)• If trust is not present,
people will not engage one another• Artificial harmony• Important decisions
will not be made• People become
angry
• Conflict can be good• If it is ideologically
based• If it avoids
personality-focused, mean-spirited attacks
• Teams generally avoid this to spare one another’s feelings
Reflection: Fear of ConflictAsk yourself:•Are we passionate and unguarded in our discussion of
key issues where there is disagreement?•Are our meetings interesting, compelling and energized? •Do we discuss the most important and difficult issues and
work to resolve them?•Does the leader(s) create a safe environment so that
conflicting perspectives are heard and discussed?
Productive Conflict‣ Productive ideological conflict about ideas not mean-
spirited interpersonal conflict.
‣ With trust, conflict is about identifying the truth about an issue, decision, goal, root problems, strengths, what’s practical etc.
‣ Conflict is expressed differently across cultures including organizational cultures.
Teams that manage conflict ‣ Have lively interesting meetings‣ Extract and explore the ideas of all team members‣ Solve real problems quickly‣ Minimize politics‣ Put critical topics on the table for discussion
3. Lack of Commitment
• People become ambiguous
• People will not buy-in if they do not have an opportunity to weigh-in
• Failure to achieve buy-in from the “first team” filters down
• The two greatest causes are:• Desire for consensus• The need for
certainty
Commitment is about buying in to the mission, aims and values of an organization‣ When people don’t weigh in, ‣ When people don’t express their true beliefs and
disagreements,‣ When people don’t have trust,‣ When people feel compelled to go along and hold
back,
They don’t buy-inWorse yet, they passively commit
The Consensus Seeking Pitfall ‣ Consensus is impossible in many situations‣ Consensus unproductively delays decision making‣ People can support a direction or decision they
disagree with if they get a chance to be heard
The leader breaks the tie
Lack of Commitment“Always remember the distinction between contribution and commitment. Take the matter of bacon and eggs. The chicken makes a contribution. The pig makes a commitment.”
John Mack Carter
Reflection: Lack of Commitment‣ Ask yourself:• Do we know what each member of the team is working on and how
they contribute to our collective efforts to promote trauma informed care?
• Do team members leave meetings feeling confident that each team member is completely committed to the purpose and goals of creating a quality organization even in the presence of initial disagreements and conflicting perspectives?
• Team members end meetings with next step tasks that are clear and action oriented. No one leaves with nothing to do.
• Does the supervisor model commitment by organizing meetings, setting an agenda, promoting action and moving the team to resolve differences and taking action towards a specific goal?
A team that commits…‣ Creates clarity around direction and priorities‣ Aligns the entire team around common objectives‣ Develops an ability to learn from mistakes‣ Takes advantage of opportunities ‣ Moves forward without hesitation‣ Changes direction without hesitation or guilt
4. Avoidance of Accountability: the most common dysfunction• Supervisors do this to avoid
uncomfortable situations• If the supervisor doesn’t
hold people accountable, the team members won’t.
• This is really difficult in peer-to-peer situations.
• When there is little commitment and no buy-in, team members will not hold each other accountable.
• You need team members willing to call their peers on performance or behaviors that might hurt the team
• The closer the team members, the greater the danger.
Avoidance of AccountabilityAsk yourself:•Do the team members respectfully hold each other
accountable for contributing during meetings and following through with action steps?•Are the team members deeply concerned about letting
down their peers?•Do team members often volunteer to work on areas that
are key to achieving our aims?•Do you, as a supervisor, hold people accountable for their
behavior?
Inattention to ResultsAsk yourself:• Do our team members willingly make sacrifices for the good of
the project?• Do we have a way of knowing how we are doing?• Are we able to keep track of critically important outcomes?• Do we keep track of our accomplishments and areas that have
not been successful?• Do we regularly review our goals and progress in a way that is
specific and measurable?• Do we express dissatisfaction with data that falls short of our
expectations and goals?• Do team members discuss areas of performance they are
concerned about?
Inattention to Results‣ If supervisors don’t attend to results/outcomes, it
communicates that results don’t matter and…..• it becomes difficult to hold people accountable for
behavior that detracts from the goals and aims of the organization.
1. Team members are passionate and unguarded in their discussion of issues.
2. Team members call out one another’s deficiencies or
unproductive behaviors.
3. Team members know what their peers are working on and how they contribute to the collective good of the team.
4. Team members quickly and genuinely apologize to one
another when they say or do something inappropriate or possibly damaging to the team.
5. Team members willingly make sacrifices (such as budget, turf,
head count) in their departments or areas of expertise for the good of the team.
6. Team members openly admit their weaknesses and mistakes.
7. Team meetings are compelling, not boring.
8. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if they were in initial disagreement.
9. Morale is significantly affected by the failure to achieve team
goals.
10. During team meetings, the most important—and difficult—issues are put on the table to be resolved.
11. Team members are deeply concerned about the prospect of
letting down their peers.
12. Team members know about one another’s personal lives and are comfortable discussing them.
13. Team members end discussions with clear and specific
resolutions and action plans.
14. Team members challenge one another about their plans and approaches.
15. Team members are slow to seek credit for their own
contributions, but quick to point out those of others.
Instructions: Use the scale below to indicate how each statement applies to your team. It is important to evaluate the statements honestly and without over-thinking your answers.
3= Usually 2= Sometimes 1= Rarely
Combine your scores for the preceding statements as indicated below:
Dysfunction 1: Absence of Trust
Statement 4: ______ Statement 6: ______ Statement 12: ____
Total: _______
Dysfunction 2: Fear of Conflict
Statement 1: ______ Statement 7: ______ Statement 10: ____
Total: _______
Dysfunction 3: Lack of Commitment
Statement 3: ______ Statement 8: ______ Statement 13: ____
Total: _______
Dysfunction 4: Avoidance of Accountability
Statement 2: ______ Statement 11: _____ Statement 14: ____
Total: _______
Dysfunction 5: Inattention to Results
Statement 5: ______ Statement 9: ______ Statement 15: ____
Total: _______
A score of 8 or 9 is a probable indication that the dysfunction is not a problem for your team.
A score of 6 or 7 indicates that the dysfunction could be a problem.
A score of 3 to 5 is probably an indication that the dysfunction needs to be addressed.
Assess your perception of team dysfunctions
Poll QuestionBased on your assessment of your team, what dysfunction are you most concerned about?a) Absence of Trustb) Fear of Conflictc) Lack of Commitmentd) Avoidance of Accountabilitye) Inattention to Results
Poll QuestionBased on your assessment of your team, which area is not a dysfunction of your team?a) Absence of Trustb) Fear of Conflictc) Lack of Commitmentd) Avoidance of Accountabilitye) Inattention to Results
Poll Question: What webinar topic would be of most interest to you in light of the coronavirus crisis. A. Effectively communicating with my team members
about the challenges ahead B. Identifying and addressing the needs of clients who
are at the highest risk during this timeC. Information about what strengthens resilience in my
team membersD. Best practices in providing mental health services
over the phoneE. How to address client and staff anxieties during this
timeTYPE in the Chat box for other topics not listed
Chat Question
What worries you most in light of the coronavirus crisis and its
impact on your supervisory role?
Question: How would you rate your organization’s response to the Covid-19 crisis?A. Excellent- thoughtful, planned, sensitive, focused on
addressing staff, client and community needs. Others may benefit from our response.
B. Pretty good- caring leadership that trying to do their best. Still need to do more.
C. Somewhat effective- some basic communication helps but not much of a comprehensive plan.
D. Unsatisfactory- little communication, little planning. Basically a mess.
Questions?
Next Webinar in the Series
The Supervisor’s Role in Promoting Staff Satisfaction, Commitment, and Retention
Look out for the announcement!
Upcoming CTAC Events‣Reducing Access Disparities in Mental Health
Treatment with TechnologyMonday, March 23 at 12:00 PM
‣Screening for Trauma in a Trauma-Informed and Bias Reducing Way in Children’s Mental Health Services
Monday, March 30 at 12:00 PM
