INTRODUCTION 4 th September 2018
A little about me… Neil Arnott 30 years experience in management, accounting and education Written 18 text books Co-owner of Escape Room Scarborough since January 2018
SESSION ONE “What’s My Role?”
Session One – “What’s My Role?” We all work in teams – but how do we fit in? What elements link the most successful teams? How can I understand my role (and that of others) in creating a successful team?
What is a Team? “A group of people working together to achieve defined objectives” Teams are created by management ‘Long - term’ teams – eg normal working team ‘Special’ teams – eg for a one off project Aim – the perfectly performing team
Benefits of Teamwork Pooling of skills and abilities Creative thinking Motivation Help and support Move to Mission
Creating New Teams May be a new team, or changes to an established team Change causes stress Resistance to change Fear of the unknown – new job roles, new people Changing team dynamics need to be managed
Forming, Storming, Norming, Performing Bruce T uckman Identified 4 ‘stages’ of team development
Four stages of a team 1.Forming – the team is created. Individuals are generally polite but wary. High dependence on leaders for guidance and direction – there is uncertainty about roles and responsibilities and leaders need to direct
Four stages of a team 2. Storming – team members compete for position, cliques form, power struggles and dissent. Compromises may be needed and leaders need to coach
Four stages of a team 3. Norming – agreement and consensus about roles and responsibilities; big decisions made by group agreement but smaller decisions can be delegated. Growing respect for each other and the leader. May be fun or social activities. Leader needs to facilitate and enable
Four stages of a team 4. Performing – team is strategically aware, has shared vision and can operate on its own – there is a high degree of autonomy and any disagreements are easily resolved. Team requires no instruction and the leader delegates and oversees
Second questionnaire
Team Members All people are different…they have different skills, knowledge and personalities A team’s effectiveness will depend upon the combination of team members having the right skills and personalities to work well together Each member should ‘know their role’
Team Members
TIGGERS are full of energy and love nothing better than to bounce around…” Cos that’s what Tiggers do best” Tiggers will take on new projects with great enthusiasm and are brilliant at motivating everybody else in the early stages. However, they quickly lose enthusiasm and get bored, and want to be off trying new things before finishing off what they started Tiggers can also rub some people up the wrong way with their unending energy and enthusiasm
KANGA is a ‘mother figure’. Kanga is mother not only to Baby Roo, but to all the other characters. She is kind, thoughtful and caring. Kangas are good at lifting people’s spirits when they are low; they provide solid, sensible advice and always seem to know the right thing to say in any difficult situation. Kangas are not really ‘action - driven’ – they may seem a little slow to react to new opportunities and lacking in ‘killer instinct’
EEYORES are generally seen as somewhat dull, boring, negative, slow and lacking in energy Eeyores are generally pessimistic about change, but once involved they are loyal and hardworking. They act as a calming influence to Tiggers, slowing them down and ensuring rash decisions are not taken.
OWLS are generally know-it-alls. They love to use long words and waffle on and on. They are generally wise, but are also often full of their own self- importance. Owls genuinely want to give the best advice, and believe they are doing so. However, their advice will sometimes backfire. They often love to direct others but are not prepared to get their own hands dirty. Others respect them, however, because of their perceived wisdom, knowledge, experience or professionalism
RABBITS are organisers… can be thought of as ‘Captain Rabbit’. They run around issuing orders to others, keeping the team in order. They have energy, but this is often wasted running around rather than acting. Rabbits can often seem bossy and self-important; however, in a crisis a rabbit can be useful because they get people organised and into action
PIGLETS are worriers. They are frightened of change, of new things. They are happiest ‘tagging along’ with others, but they are hard workers, and tremendously loyal. Piglets are often guilty of under- estimating their own abilities; they often have lots to offer a team but are not prepared to volunteer themselves. Their contribution and potential can often be ignored. It needs an effective manager – or sometimes a crisis – to see the true strength of a piglet
POOH is a happy-go-lucky, friendly character. Not particularly bright or academic, not always the hardest- working or most ambitious, Pooh is the ‘glue’ that holds the team together. Pooh enjoys the simple things in life. He is gifted with an uncommon, clear- eyed wisdom – things just seem to ‘happen’ (such as his invention of Pooh Sticks). What is most important for Pooh is the well being, happiness and feelings of his friends, and he is often the first character that others turn to in a crisis, or for support or help.
Capt. Private Fraser Mainwaring Cpl Jones Sgt Wilson Private Pike Private Godfrey
Capt. Private Fraser Mainwaring Cpl Jones Dour, blunt, Easily excitable, Pompous, self- gloomy outlook boyish enthusiasm appointed leader Sgt Wilson Private Pike Private Godfrey Diffident, self- Quiet, amiable, Happy-go-lucky, effacing. Offers untroubled vague, frail sound advice
RABBIT / OWL EEYORE TIGGER Dour, blunt, Easily excitable, Pompous, self- gloomy outlook boyish enthusiasm appointed leader KANGA POOH PIGLET Diffident, self- Quiet, amiable, Happy-go-lucky, effacing. Offers untroubled vague, frail sound advice
Personality Assessment Meredith Belbin Identified Team ‘Roles’ Said a successful team needs a balance of different skills and personalities Everybody is made up of a mix of these personalities Identified different (but over-lapping) role types
So which are you? Identify two highest scoring categories – these are likely to be your key roles Identify lowest scoring categories – these are likely to be your least favourite roles
Implementers (IMP) Strengths Allowable Weaknesses Practical common sense Lack spontaneity Self-controlled May be ‘rigid’ or ‘inflexible’ Makes things happen Maybe slow to respond Disciplined to new opportunities Loyal to organisation Reliable
Co-Ordinators (CO) Strengths Allowable Weaknesses Mature My be seen as manipulating others Confident Off loads own work to Delegates and organises others Good chairperson Clarifies goals and objectives
Shaper (SH) Strengths Allowable Weaknesses Motivated Push others into action Competitive Emotional Drives the team forward Does not respond well to weakness or failure Headstrong Frustration Generates action May lack interpersonal Imposes own ‘shape’ on skills the group
Plant (PL) Strengths Allowable Weaknesses Creative Ignores detail Imaginative Doesn’t always communicate ideas well Thinks outside the box Solves difficult problems ‘Ideas Person’
Resource Investigator (RI) Strengths Allowable Weaknesses Extrovert Over-optimistic Enthusiastic May lose interest after initial enthusiasm Communicative Explores opportunities Develops Contacts
Monitor Evaluator (ME) Strategic Allowable Weaknesses Discerning Lacks drive Maybe good at analysing Doesn’t engage or inspire others easily options A good judge
Completer Finisher (CF) Strengths Allowable Weaknesses Painstaking Can be a worrier Conscientious Doesn’t see big picture Anxious Won’t delegate Finds errors or omissions Hits deadlines
Team Worker (TW) Strengths Allowable Weaknesses Co-operative Indecisive Mild Avoids conflict Perceptive to people Diplomatic Good Listener Averts friction The ‘glue’
Specialist Belbin subsequently introduced an extra role – the Specialist – who brings expert knowledge to the team
Session Two Things Ain’t What They Seem
So…did you see it? Over 50% of people do not see the gorilla I did not the see the gorilla! However, in tests a far higher proportion of people said they believed they would see it
Session Two “Things Ain’t What They Seem” Everybody perceives the world differently How does this affect the way we think, act and work? How fallible are we – and what impact does this have on us?
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