Facilitator: Carol Jones

Welcome to..Strengthening Your Team During Times of Change

Aims of the ‘Strengthening Your Team’ Series

1. Support senior teams to re-connect and connect during and after significant change, including the current CV19

2. Consider the theory and practice of team development as well as the leadership of change

3. Encourage you – as a team - to become even more effective in developing strategies for effectively leading change.

Session ProtocolReflections / Sharing Points / Questions (use chat)

Where we left off….Team Activity…• Explored importance of Phase 1 of change – Endings (coming to

terms)• Share experience• Assess your team’s communication - formal and informal - team

and individual communication• What will you keep? • What will you change? How? • Think, discuss, plan• Team-building event (creating a ‘team recovery curriculum’ with

your team)• Re-visit your ‘why’ – individual values /vision• Are you ‘Transition Ready’?

Elizabeth Kubler-Ross - The emotional response model

Change is fast, transition slow

Reflections / Sharing Points / Questions

Questions… Are you reviewing ‘endings’?Are you in the neutral zone? Are you ’transition ready’?

Do you have a ‘SLT team recovery programme’?(as influenced by A Recovery Curriculum: Loss and Life for Our Children and Schools Post Pandemic)

Phase 2 of Change Reviewing ways of working together

Are you reviewing your team communication?

Formal Team Communication

Informal Team Communication

Informal Individual

Communication

Formal Individual

Communication

Work Based Relationship based

• Meetings (agenda, minuted, actions)

• Decision-making• Strategic & operational timed

meetings

• Line-management• Individual professional goals• Giving and receiving

feedback• Coaching /mentoring

• Building trust through getting to know each other

• Checking-in with each other,• Giving & receiving feedback

– team building

• Building trust through rapport building

• Checking in on wellbeing, etc

Are you reviewing your team communication?

• Building trust through rapport building

• Checking in on wellbeing, etc

• Line-management• Individual professional

goals• Giving and receiving

feedback• Coaching /mentoring

• Building trust through getting to know each other

• Checking-in with each other,• Giving & receiving feedback –

team building

• Meetings (agenda, minuted, actions)

• Decision-making• Strategic & operational timed

meetings

Formal Team Communication

Informal Team Communication

Informal Individual

Communication

Formal Individual

Communication

Work Based Relationship based

Call on Courage……..in plentiful supply…..

We are resilient, agile and hopeful….

This, however, demands the courage of a team

Lencioni’s theory of teams

“No quality or characteristic is more important than trust”

When teams get together to perform a task, they can go through several stages of team development

Performance

Time

Forming

Storming

Norming

Performing

Adjourning

Source: Tuckman et alHowever, some teams never pass the forming stage

A self-aware team becomes a resilient and agile team

Flex from heart to head

Build your toolkit

Activity 1 Contracting - remotely?

Activity 2 – Get to know each otherUnderstanding of diversity supports team dynamics

and, therefore, its effectiveness

The MBTi four dimensions of type

How do you deal with the world around you?

JUDGING PERCEIVING

What process do you use to make decisions?

THINKING FEELING

What kind of information do you prefer to use?

SENSING INTUITION

Where do you get your energy from?

EXTRAVERSION INTROVERSION

The MBTi Team Type model encourages diversity

The ‘deadly embrace’

S

T F

N

Myers Briggs Z model for problem-solving

• What are the current facts?

• What are the practical costs?

• What might work best?

• What has been tried in the past?

• What are we currently doing?

• What is the vision?• What could we do with no

constraints?• What are the alternatives?• What ideas are relevant? What are

the trends and patterns?• What is the underlying theme?

• What are the pros and cons?• What’s logical?• What else do we need to know?• What is wrong with this?• What is the right way to do it?

• What do we like?• How are we impacting on people?• How can we cooperate and please

everyone?• What is right with this?• What do we agree upon?

Inattention to…

Avoidance of…

Lack of…

Fear of…

Absence of…

Patrick Lencioni

The five dysfunctions of a team

Activity 3 - Conflict ProfilingConflict line-up – a continuum

• What does conflict mean to you? Why?

• What are your reactions to conflict?

• How have you perceived conflict within this team?

Activity 4 | Team Appreciation – “ I like the way”…

• What is each person’s most important behavioural quality that contributes to the strength of the team?

• Write on a post-it and give to the team member (with your name and theirs)

• Each individual shares with the team their qualities that enrich the team.

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Even Better If …."I wonder if you might try/develop”

• What is each individual’s most important behavioural characteristic that detracts from the strength of the team and if addressed could make the team even more effective?

• Write your name on the bottom of the A4 sheet. Pass to the person on your left

• Each person then writes a sentence to each team member and folds over the paper (add your name)

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Activity 5 | Problem Solving Teambuilding (PS/TB) Technique –What is it?

• Structured approach to problem solving

• Iterative and participative process

• Team building experience

• Time bound

Gets results – solve problems

Roles, responsibilities and rules

Owner

• Decision maker

• Owns the problem

• Focused on contentResources

• Contribute ideas and expertise

• Follow the process

• Helps the team attain the goal

Facilitator

• Focused on the process

• Keeps the meeting on track

• Promotes creativenessRules

• Agree the time contract (e.g. 20, 30, 45 mins)• Positive behaviours• Remember who owns the problem

The PSTB process has seven steps for the team to work through

Why time on team building?70% Change initiatives fail

Factors Impacting on change initiatives Tangible Intangible

Org

anis

atio

n StrategySystemsOutcomes

Organisational cultureTeam cultureLeadershipStaff engagementLoyalty

Pers

onal

Job roleLine-managementRemuneration /benefitsCapabilitiesLocation

CommitmentIntrinsic rewardsPersonal historyRelationshipsValuesPersonality

Next Steps

Team Activity…

• Get to know each other through trust-building (experiences, values)

• Connect to or revise vision• Identify what needs to change now that you’re going

through transition• Capture ideas and formulate a plan• Develop your strategy

Any Challenges?

Session ProtocolReflections / Sharing Points / Questions (use chat)

Session 3 | 11 June, 4.00 – 4.45pm

Influences…Leading Change

Models for leading change:

1. William & Susan Bridges’ Transition Model2. Elizabeth Kubler-Ross emotional response model3. Kotter’s coalition-based model4. Viviane Robinson – reducing change to increase improvement5. Myers Briggs (MBTi) as a licensed practitioner