BSBWOR502B ENSURE TEAM EFFECTIVENESS PRESENTATION 4
PRESENTATION OBJECTIVES
When you have completed this presentation you will understand the
importance of:
• Providing Feedback
• Team Cohesion
• Team Member Participation
PROVIDING FEEDBACK
Sometimes, managers may find it difficult to provide feedback to
assist team members in their development.
Effective feedback from managers helps teams to:
• Enhance what they are doing well
• Identify problem areas so they can adjust behaviours
• Develop new skills and behaviours to improve their own
performance and ultimately that of the team
PROVIDING FEEDBACKFeedback as a Basic Need
• Humans need to feel a sense of belonging and acceptance whether it is from
small personal groups such as family, or large social groups such as clubs or
the workplace
• A work team can provide a strong sense of belonging if feedback given is
positive, encouraging and welcoming
• The messages (both secretly and openly) need to reinforce an acceptance of
the person for who they are and what they can contribute to the team
• Another human need is esteem, we all need to be respected, to have self-
esteem, self-respect and the respect others
• This need is typically considered when feedback is being discussed
• If our esteem is high, we are likely to contribute productively to our team and
to provide positive feedback to other team members, which raises their self-
esteem and leads to productive and positive team
GIVING PRAISE - WHAT TO ENCOURAGE?Think small•Recognise significant and highly visible contributions AND small achievements
•Build a culture of praise and positive reinforcement
Be relentless•Saying “thanks” once or twice a year is ok, but doesn't have a big impact on group’s culture
•Make recognition a habit •Positive feedback should be earned•Offer it often - people still remember the previous time
Be specific•The more detail the more meaningful, consider the difference: “Great job – well done.” OR
•“Great job getting that report in on time. I appreciate you staying back to get it finished, it makes the whole team look good ...”
Be impartial•Don't praise just the most vocal employees favourites
• Recognise people strictly for their work performance
Make it personal•Any praise means more if it is personal and unique to that person
Be prompt•Make the most of positive feedback, offer it as close to the accomplishment as possible.
•Make it seem spontaneous. Delayed recognition is not as powerful as immediate feedback
Vary your feedback•Keep it fresh. •Create a bank of ideas and then use them all. Recognition that becomes predictable loses its motivational power.
Not all accomplishments are equal:•Some achievements are more important than others
•A person who wins a large tender might be praised company-wide, the person who fixed the printer is praised with a word of thanks
CONSTRUCTIVE FEEDBACK
• Often more difficult to give than praise as managers fear the
reaction of the other person/s
• They do not want to offend, anger or upset their team member so
either avoid giving any feedback at all or only focus on the
positives and hope that the person will improve
• Constructive feedback should be well received if discussed in a
calm, rational manner free from accusations or value judgments
and framed in the spirit of improvement
PROVIDING FEEDBACKUse the following steps to provide constructive feedback:
• Plan your feedback – why are you giving the feedback? When and
where will you deliver it?
• Be aware of your body language, tone and the words you use – be
direct, open and honest. Do not use a confrontational tone
• Consider the receiver of the feedback’s frame of reference – what
are their values, attitudes and experiences?
• Be specific – describe the specific situation with facts, events and
behaviours that you observed
• Your thoughts – What are you thoughts, opinions or conclusions as a
result of the action?
• Your feelings – how do you feel about this situation?
• The outcome – what is the result or outcome you want from this?
PROVIDING FEEDBACK
Feedback Sandwich
• A technique where you begin by giving some praise to the person,
follow it with feedback regarding what needs to be improved and
conclude with a positive statement
• Designed to keep the esteem of the person receiving the feedback
high whilst also encouraging them to improve
PROVIDING FEEDBACK
Individual and Team Praise
Sometimes it is appropriate to give feedback to the team as a whole.
Sometimes a single member should receive individual feedback.
Finding balance between collective and individual feedback -a guide:
• Praise the team when the majority of members have had an
influence or input and when you want to build team spirit
• Praise an individual for their particular outstanding performance
Offer constructive feedback:
• To the team when the majority of members need to improve
performance
• To the team when the issue is at the heart of the team’s work
• To an individual when it is a behaviour or action that only they are
displaying/doing
PROVIDING FEEDBACKPraise and constructive feedback should be performance-based, comments should be
made in relation to team performance against set goals. Performance linked
communication and feedback is a systematic method of telling team members how they
are performing.
Nine quality standards for effective performance feedback:
Team leaders must be the communicators of performance information
Feedback must be relevant to the team
Communicate the performance of teams, not individuals
Feedback must be given as frequently as is necessary to correct variance
Feedback must be given soon after the event
Feedback must be focused on team targets
Compare current to past performance as well as to an accepted standard
Include visible performance feedback in the local work area
Visible performance feedback must be easily understood
PROVIDING FEEDBACK
When deciding performance feedback for your team….
• Ask What and How?
Team members are more likely to relate to information if it concerns:
• Them
• Their immediate team
• Tasks they have been engaged in
Feedback of performance that is too distant has a lowered impact
and therefore is less likely to result in heightened team performance
TEAM COHESION
Self-Managing Teams
• Self-directed work teams represent an approach to organisational
design that goes beyond traditional teams
• These teams are natural work groups that work together to
perform a function or produce a product or service
• They not only do the work but also take on the management of
that work – functions formerly performed by supervisors and
managers
• In self-managed teams work becomes restructured around whole
processes
• There must be interdependence and joint responsibility for outputs
TEAM COHESION
The major challenges organisation's face in changing from traditional
teams to self-managing teams includes:
• Management learning to guide rather than direct
• Providing training and support for team dynamics
• Providing appropriate training to team members in how to take
on the planning, decision making and management functions
• Fostering a sufficiently high performing team
Comprehensive training is critical to developing effective self-directed
work teams
• Employees must learn to work effectively in teams and develop
skills in problem solving and decision making, as well as learn
basic management skills so they can manage their own processes
TEAM COHESION• Frontline and middle management can either enable or stifle employee
involvement, empowerment and self-directed work teams
• To prevent this from happening they need planning, training, facilitating
and team-building skills
• Supervisors should also learn to provide ongoing coaching support, linking
the team’s role with the rest of the organisation
• Upper management has a vital role in the implementation of self-directed
work teams and need to strongly champion and sponsor the teams and
process
• This commitment must be constantly visible and ongoing, and should be
reinforced with sufficient resources
• Team successes must also be acknowledged and rewarded appropriately,
whilst efforts that fall short of expectations should be reviewed in a
supportive light
TEAM MEMBER PARTICIPATION
Organisational managers need to
• Focus on developing new ways of working with people to
increase the participation of their team members
• To create structural flexibility enabling employees to be more
productive
• Be able to:
• Solve problems
• Respond effectively to change
• Pre-empt change
TEAM MEMBER PARTICIPATION
The flexible, team oriented workplace is more able to cope with
problems, such as:
• Fluctuations in product, service or supply
• Demographic change
• Technological innovation
• The need for new products, services or processes to compete
in the marketplace
• The need to develop and manage change strategies so that
problem solving and improvement activities cause minimum
disruption in the workplace
TEAM MEMBER PARTICIPATION
People have different levels of desire and willingness to be
participative. To encourage those employees who tend to hold back,
you can do a number of things:
• Remove real or perceived penalties for participating
• Deal with participation blocking behaviours independently,
discreetly and fairly
• Foster a sense of ownership of the work by allowing people to
decide how they will do it
PRESENTATION SUMMARY
Now that you have completed this presentation you will know about:
• Providing Feedback
• Team Cohesion
• Team Member Participation