University of Auckland Business School: Short Courses

The event was significant for two reasons. Firstly, this programme included the University's 10,000th participant on its short courses since 1996. Secondly, this twice yearly event demonstrates the longevity of the Team Management System in NZ organisations.

In 1985 the University invited Dr Charles Margerison to run the first two day "How to Lead a Winning Team" programme. A series of similar programmes followed in 1987 throughout NZ facilitated by co-author of the Team management System Dr Dick McCann. These visits by both authors is where the Team Management Wheel began 'turning' in NZ.

Although this University of Auckland Short Course programme has evolved over the years the wheel is still a central component. The other main elements include assisting participants to develop a "Star Performing Team". To help with this learning participants receive a Team Management Profile and a 360 degree Leadership profile. 

The key component of the programme that allows the presenters to facilitate participants towards a team and personal development plan is the use of the "Star Performing Teams" model. The model provides a useful integrative framework. What follows is the beginning of a series of 'cameos ' to explain the underpinning of that model. From this it is hoped that you are able to update your knowledge in this area and also acquire some practical ideas too.

Star Performing Teams

Introduction

The evidence suggests that teams typically outperform individuals when the tasks being done require multiple skills, judgement, and experience (1). As organisations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a way to better utilise people's talents. Organisations have found that teams have the potential to be more flexible and responsive to changing events than are other forms of permanent structures. Teams have the capability to quickly assemble, deploy, focus, disband and perform at a level which is greater than the sum of a group of individuals. They can also be a source of employee involvement and motivation.  

A Model for Effective Teamwork

Note, however, that the emphasis is on a team's 'potential'. There is nothing inherently magical about a team that automatically leads to high or 'star' performance. However, research and conventional wisdom have pointed to certain characteristics and behaviours which can unlock that team potential.

Figure 1: The Star Performing Team Model

Uncovering this model of team effectiveness led to the development of the Star Performing Team profile system. The questionnaire/s and profile's main function is to enhance a team's ability and energy by providing multi-rater feedback (the team members themselves and their key stakeholders) on the ten factors of effective teamwork comprising the Star Team Model. The basic factor concepts are defined and explained (short sharp bullet point components) and supported by selected literature and research articles. If you are keen to do some further reading then they offer extra insight.

Aligned

The team is aligned internally and with other key stakeholder groups in the pursuit of clear goals and values:

• Future Vision
• 'Walk the talk'
• Common mind-set
• Combined focussed energy to help each other win
• Jointly work on goals
• In tune with important stakeholders

Concept Clarification

Alignment for a team is all about having a common mind-set concerning it's future vision and the way it intends to conduct itself (values) in the achievement of it's goals. When all team members are 'facing the same way' there is a far greater probability of success since team energy is combined in an efficient way towards common goals and outcomes. Team members help each other win. However, 'Star' teams go one step further. They are not only internally aligned, but also remain in sync with their key stakeholders and their operating environment.

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REFERENCES
> "Transformational Learning" -Ch.2 Goals and Alignment, Tobin (1996)
> "The Fifth Discipline" -Ch. on Shared Vision, Senge (1994)
> "Three Roles of the leader in the new Paradigm" Covey in "The Leader of the future"-p.152, Drucker (1996)
> "Principle Centred Leadership" - Covey (1994)
> "Applied Strategic Planning"- Ch 7, Nolan, Goodstein and Pfeiffer (1991)

Key Ideas for you to Review Your Approach

• A good strategic planning process leads to the establishment of an organisation's goals and to the development of its strategic plan. It includes determining the scope, structure, scorecard and image the team would wish to create for itself, say, 3yrs out. Then it needs an integrative Mission with key Strategic Thrusts, initiatives, projects and actions to aid its "Vision" realisation. This process can involve 4 days in conference annually with several follow-up project monitoring sessions.
• Establish team values. This together with charting team direction, is one of the first broad areas for considering the alignment of a team. Implicit rules, agreed behaviours and principles define what attitudes and outputs characterise a 'good' team member and distinguish a 'good' team decision from a 'bad' one.
• A rigorous and robust approach to developing a Team Charter of values is to organise a facilitated 1-2 Day workshop. Dick McCann has recently completed some exciting work developing a tool and process for delivering: A Window on Organisational Values; Assessment of Team Member Value Types; and, a Team Charter. Using this process alone or in tandem with the Team Management Profile can provide a way of minimising values conflicts in teams and maximising Alignment.
• One simple but useful technique for improving inter-group relations is called 'role negotiation'. Each team produces a written answer under four headings:
  1. What things we would like you to do more of or do better.
  2. What things we would like you to do less or stop doing.
  3. What things we would like you to begin to do that you do not do now.
  4. What things you presently do which we would like you to continue.
  The teams share these lists and begin to discuss how their co-operation can be improved.

The next "In-Touch" communication will expand on how to translate Strategy into work activity that individuals then spend quality time implementing. Beyond that I intend to update the reader on the 'Leadership' Star Point. Some interesting new data is at hand about Female vs Male leaders, Public vs Private Sector, and across different management functions.

REFERENCE
(1) Tjosvold, D. (1991) Team Organisation: An Enduring Competitive Advantage Chichester, England.:Wiley Lipnack J. and Stamps, J. (1993) The TeamNet Factor Essex Junction VT: Oliver Wight. Katzenbach, J.R. and Smith, D. K. (1993) The Wisdom of Teams. Boston: Harvard Business School Press. Mohrman, S. A. , Cohen, S. G. and Mohrman, A. M. Jr. (1995) Designing Team-Based Organisations. San Francisco: Jossey-Bass

Would you like to become accredited to use the TLS profiles?
Would you like to investigate having TLS profiles facilitated for you and your team?

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Dr Paul Robinson
Managing Director
Team Leadership Services Ltd.

P.O. Box 21-194, Henderson, Waitakere 0650, New Zealand
Tel: +64-9-836-5317 Fax +64-9-836-5318
email: paul@tls360.com
Website: www.tls360.com

© 2003 Team Leadership Services