Welsh Critical Care Improvement Programme
Leading
Effective
Teams
Ian Govier
(Facilitator)
Workshop Aim:
n
…to explore
how we can
more effectively
lead our team
What do I want to
ACHIEVE or CHANGE
as a result of
today’s workshop?
The
Healthcare
Leadership
Challenge
Permanent White Water
(Vaill, 1996)
The Constants
 Change
 Choice
 Principles
(Covey, 2006)
Leading
Effective Teams
- principles
Time for
a Break
What is
a team?
Group Discussion
A team is more than just a group of
individuals who work together.
A team is a small number of
individuals with complementary skills
committed to a common purpose,
common performance goals and
an approach for which they hold
themselves collectively accountable.
(2007)
A team is a group of individuals who work
together to produce products or deliver services
for which they are mutually accountable.
Team members share goals and are
mutually held accountable for meeting them,
they are interdependent in their accomplishment,
and they affect the results through their
interactions with one another.
Because the team is held collectively
accountable, the work of integrating
with one another is included in the
responsibilities of each member.
(Mohrman and Cohen, 1995)
Leadership in the new millennium
has comprehensively come of age.
Where once leaders were aloof
decision-makers, today they
are dedicated collaborators
whose role is to give power
to their TEAM rather than
wield power to their own ends.
Leaders on Leadership– an intimate view of life at the top of Europe plc
Development Dimensions International (DDI) Research Report, January 2006
What are some of the
characteristics of an
effective team?
Group Work
The Five
Dysfunctions
of a Team
(Lencioni, 2002)
Inattention to
RESULTS
Avoidance of
ACCOUNTABILITY
Lack of
COMMITMENT
Fear of
CONFLICT
Absence of
TRUST
Teams possessing the following
characteristics are more effective
in delivering high quality care:
• clarity of team objectives
• high levels of participation
from all team members
• high emphasis on quality
• high support for innovation
Health Care Team Effectiveness Project (Borrill and West ,2002)
How am I
doing as a
Team Leader?
Self Checklist
It Takes
a Team
Coming together is a beginning
Keeping together is progress
Working together is success
John C. Maxwell
Lunch
Time
Defend
or
Destroy!
Team Exercise
In health care
terms, what
difference does
EFFECTIVE
TEAM WORKING
really make?
Borrill & West (2002) found that individuals
who worked in well functioning teams had
lower levels of stress and better mental health.
Their research demonstrated a significant
relationship between the percentage of staff
working in teams and patient mortality.
Where more people work in teams, the death
rate among patients is significantly lower.
There is much to be gained by enhancing
team functioning and effectiveness!
What differences
have been made via the
Welsh Critical Care
Improvement
Programme?
Group Work
How do we
motivate teams
to action?
The ‘8 Rules’ for Motivating People:
• Be motivated yourself
• Select motivated people
• Treat each person as an individual
• Set realistic but challenging targets
• Understand that progress itself motivates
• Create a motivating environment
http://www.teambuilding.co.uk/john_adair.html
• Provide relevant rewards
• Recognise success
Real teams do not develop
until the people in them work
hard to overcome the barriers
of collective performance.
Overcoming barriers to
performance is how
groups become teams.
Katzenbach (1993)
The 3 important roles
of a Team Leader
Initiator
beginning actions and processes that
promote team development and performance
Model
shaping behaviour and performance that
reflects the expectations set for the team
Coach
serving as counsellor, mentor and tutor
to help team members improve performance
How am I
doing as a
Team Leader?
Team Leader Checklist
‘Number
Cruncher’
Team Exercise
“That which we persist in
doing becomes easier - not that the nature of the
task has changed, but our
ability to do has increased.”
Ralph Waldo Emerson
Time
for a
Break
Code of Conduct
for NHS Managers
•
•
•
•
•
•
Patient-centred
Accountable
Performance oriented
Responsive to local needs
Equal, diverse & values inclusion
Partnership focused
National Assembly for Wales (2006)
Once upon a time there was a very lonely
old man who was hungry. He lay awake at
night his belly hurting. All he owned was a
tall ladder which was of no use to him now.
Next door lived another lonely old man who was
also poor. All he owned was a very tall apple tree
whose branches stretched far out of reach.
Unfortunately they never met.
Let’s work in
partnership!
TEAMS
- how do we
work together?
Rocket
Science
Team Exercise
Final
Thoughts
The Constants
 Change
 Principles
 Choice
(Covey, 2006)
What am I (are we)
going to
do differently
after today?
If we always do
what we’ve
always done…
…we’ll always
get what we’ve
always got!
The ‘Trim
Tab’ effect
HMS WCCN
‘Trim Tab’
Be a TRIM TABBER!
and
finally…
If I do nothing
about it in 24 hours…
…I’ll probably
do nothing about it!
Diolch
Website: www.ctrtraining.co.uk
http://www.ctrtraining.co.uk/resources.php
Thank You