POB seminar slides

1. Introduction to Management 1
Seminar 1 Managing Teams
Stage 2 Session 2

2. Overview
• To examine effective team management
• To explore further a model of teams and relate to others models – T7 published by
Lominger
2

3. Learning Outcomes of this lecture
• To understand what comprises a team and what are the key
elements of team management a manager needs to address
• To understand a model of team effectiveness
• To apply the framework to a team they are familiar with from
public life or their own personal experiences

4. Best Team: Worst Team
• Into three groups
• Consider real example of the worst team you have worked under
and with (no names!!!) – what specific things were they doing that
made them ‘worst’
• Note your responses and be ready to share them
• Then, consider leaders who have been the ‘best’ team you have
worked for and with – what specific things
• Note your response and be ready to share them
• 20 minutes and feed back to the main group the key items

5. Your team effectiveness
• There are many many models of teams – most often quoted is Belbin
Team Styles – that is about individual style
• Most cover similar territory
– Goals
– Communication
– Getting and motivating people
– Working together
– Achieving things
• T7 Model was produced by Lombardo 1995, and forms a part of the
Lominger suite of HR related products

6. The effectiveness of any team is directly related to how
the team stands on five “T” themes or factors:
 Thrust
 Trust
 Talent
 Teaming
 Task
 Team Support from the
organisation
 Team Leader fit

7. T7 Team-Leader Factors
THRUST •Thrust Management
•Thrust Clarity
•Thrust Commitment
TRUST •Trust in Truthful Communication
•Trust in Actions
•Trust Inside the Team
TALENT •Talent Acquisition and Enhancement
•Talent Allocation/Deployment
TEAMING SKILLS •Resource Management
•Team Learning
•Decision Making
•Conflict Resolution
•Team Atmosphere
•Managing Process
TASK SKILLS •Focusing
•Assignment Flexibility
•Measurement
•Delivering the Goods

8. Thrust indicators
• There is a well oiled process for setting goals
• Goals are known, understood and discussed
• Lack of silence, holding back opposing viewpoints
• Lack of veneer agreement just to get along
• Each member states own thoughts about the goals
• Disagreement about goals is put on table for discussion
• Members articulate what it will take to achieve each goal
• Target performance is known as well as range (exceeds through
unacceptable)
• Members believe goals to be challenging but doable
• Observable sense of passion and commitment

9. TruTst2 in-diScaotomrs e Trust Indicators
• Totally open communication flow; full disclosure
• Everything is out in the open
• Works to get rid of ‘undiscussables’
• Espoused norms/values = actual observed behaviors
• No off-line processing
• Team member(s) acknowledge need to go above and
beyond own needs for good of team
• Lack of internal competition undermining collective group
effort
• Team works on being a team

10. Talent indicators
• Team talent pool closely matches needs
• Team is willing to admit missing talent or knowledge
• Team fills open jobs with value adding candidates
• Members can describe what knowledge/talent can be obtained from
other employees or outside sources to enhance their performance
• Each team member knows own strengths and weaknesses and openly
shares that data with others
• Each team member willing to defer/delegate to another more skilled
for the task
• Free flowing supportive and critical feedback
• Team is open to input from the outside

11. Teaming indicators
• The team runs effective meetings
• The team gets the resources it needs
one way or another
• The team comfortably goes outside for
help
• The team accesses technology to
improveeffectiveness
• Members are eager to learn new skills
• Members debrief lessons of experience
from successes
• Members debrief lessons of experience
from stumbling, failures
• Members resist jumping to conclusions
and solutions
•Team decisions are timely
• Team decisions are accurate and
of high quality
• Smooth, freely flowing
communications
• Members feel safe to bring up
bad news
• Bad news is dealt with
constructively
• Members will bring conflicts
above board in a problem
solving spirit
• Team works through conflict
resolution constructively

12. Task indicators
• Team’s strategies, tactics and annual plans are always insightful and
successful
• Team sets tough priorities; constantly focuses on the critical few
• Members identify and track multiple measures of performance
• Members pinch hit for each other; do multiple jobs
• Members volunteer/assign people as task requires even if not typical
• Team always meets its performance goals

13. As wonderful as all of the five factors and 18
clusters are,
teams cannot be high performing unless two other
context conditions are met.
That is, almost no matter how good teams are on
the behaviors that happen inside the team, things
outside the team can kill their effectiveness.
And the leader has to have followers.

14. End of Seminar
Note: This recording is for your
personal use only and not for further
distribution or wider review.
© Pearson College 2013