Leadership and Team building Dr. Kithsiri Edirisinghe MBBS, MSc, MD (Medical Administration) Master...

Leadership and Team building

Dr. Kithsiri Edirisinghe

MBBS , MSc, MD (Medical Administration)Master trainer (Australia)

TAFE (Australia)Cert. IVLP (USA)

1. Leadership

Leadership

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

Types of Leaders

• Leader by the position achieved• Leader by personality, charisma • Leader by moral example• Leader by power held• Intellectual leader• Leader because of ability to accomplish

things

Managers vs. Leaders

Managers• Focus on things• Do things right• Plan• Organize• Direct• Control• Follows the rules

Leaders• Focus on people• Do the right things• Inspire• Influence• Motivate• Build • Shape entities

Common Activities

• Planning • Organizing• Directing • Controlling

Planning

Manager• Planning• Budgeting• Sets targets• Establishes detailed steps• Allocates resources

Leader• Devises strategy

• Sets direction• Creates vision

Organizing

Manager• Creates structure• Job descriptions• Staffing • Hierarchy• Delegates• Training

Leader• Gets people on board

for strategy• Communication• Networks

Directing Work

Manager• Solves problems• Negotiates • Brings to consensus

Leader• Empowers

people• Cheerleader

Controlling

Manager • Implements control systems• Performance measures• Identifies variances• Fixes variances

Leader• Motivate• Inspire• Gives sense of

accomplishment

Leadership Traits

• Intelligence– More intelligent

than non-leaders– Scholarship– Knowledge– Being able to get

things done• Physical

– Doesn’t see to be correlated

• Personality – Verbal facility – Honesty – Initiative– Aggressive– Self-confident– Ambitious– Originality– Sociability– Adaptability

Leadership Styles

• Delegating– Low relationship/ low

task– Responsibility– Willing employees

• Participating– High relationship/ low

task– Facilitate decisions– Able but unwilling

• Selling – High task/high

relationship– Explain decisions– Willing but unable

• Telling– High Task/Low

relationship– Provide instruction– Closely supervise

New Leaders Take Note

• General Advice– Take advantage of

the transition period– Get advice and

counsel– Show empathy to

predecessor– Learn leadership

• Challenges– Need knowledge quickly– Establish new relationships– Expectations– Personal equilibrium

New Leader Traps

• Not learning quickly• Isolation• Know-it-all• Keeping existing team• Taking on too much

• Captured by wrong people

• Successor syndrome

Seven Basic Principles

• Have two to three years to make measurable financial and cultural progress

• Come in knowing current strategy, goals, and challenges. Form hypothesis on operating priorities

• Balance intense focus on priorities with flexibility on implementation….

Seven Basic Principles, con’t

• Decide about new organization architecture• Build personal credibility and momentum• Earn right to transform entity• Remember there is no “one” way to manage

a transition

Core Tasks

• Create Momentum• Master technologies of

learning, visioning, and coalition building

• Manage oneself

Create Momentum

• Foundation for change– Vision of how the

organization will look

– Build political base to support change

– Modify culture to fit vision

• Learn and know about company

• Securing early wins

– First set short term goals

– When achieved make a big deal

– Should fit long term strategy

Create Momentum

• Build credibility– Demanding but can

be satisfied– Accessible but not

too familiar– Focused but flexible– Active– Can make tough

calls but humane

Master Technologies

• Learn from internal and external sources• Visioning - develop strategy

– Push vs. pull tools – What values does the strategy embrace?– What behaviors are needed?

• Communicate the vision– Simple text - Best channels– Clear meaning - Do it yourself!

Enabling Technologies, con’t

• Coalition building– Don’t ignore politics– Technical change not

enough– Political management

isn’t same as being political

– Prevent blocking coalitions

– Build political capital

Manage Oneself

• Be self-aware• Define your leadership style• Get advice and counsel

– Advice is from expert to leader– Counsel is insight

• Types of help– Technical– Political– Personal

• Advisor traits– Competent– Trustworthy– Enhance your status

How Far Can You Go?

Collaboration Through Team BuildingSpecialist

A Module of Purdue University’s LeadingEdge Program

26

Collaboration Through Team Building

Session Objectives:

• Identify and understand teams and how they function.

•Demonstrate the skills necessary for the development of an effective team.

27


Survival Run Video

• Exercise – while watching the video write down the “team” behaviors and characteristics that you observe.

28

The Most Effective Teams:


• Share information openly

• Participate in the team’s task

• Encourage each other

• Use all of the team’s resources

29

Activity:

Complete the Self-Awareness Assessment.

• Write down 05 good things

• 05 bad things you experienced in a team


30


When groups are formed into teams:

• Roles and interactions are not established.

• Some members may observe as they attempt to determine what’s expected of them.

• Others engage the team process immediately.

• As members learn their roles they find ways to work together and learn about team issues.

• These processes occur in 4 stages.

31


Stage One - Forming

Period in which members are often guarded in their interactions because they’re not sure what to expect from other team members.

This is also the period in which members form opinions of their teammates.

During this stage, productivity is low.

32


Forming – Enhance Team Development by:

• Share responsibility

• Encourage open dialogue

• Provide structure

• Direct team issues

• Develop a climate of trust and respect.

33


Stage two - Storming Characterized by competition and strained relationships among team members. There are various degrees of conflict dealing with issues of power, leadership and decision- making.

This is the most critical stage for the team.

34


Storming - Enhance Team Development by:

• Joint problem solving.

• Norms for different points of view.

• Decision-making procedures.

• Encourage two-way communication.

• Support collaborative team efforts.

35

Stage three -Norming Characterized by cohesiveness among members. In this phase, members realize their commonalities and learn to appreciate their differences.

Functional relationships are developed resulting in the evolution of trust among members.


36


Norming - Enhance Team Development by:

• Communicate frequently and openly about concerns.

• Encourage members to manage the team process.

• Give positive and constructive feedback.

• Support consensus decision-making efforts.

• Delegate to team members as much as possible.

37

Stage four -Performing The team now possesses the capability to define tasks, work through relationships, and manage team conflicts by themselves.

Communication is open and supportive. Members interact with without fear of rejection.

Leadership is participative and shared. Different viewpoints and information is shared openly.

Conflict is now viewed as a catalyst that generates creativity in the problem-solving process.


38


Performing - Enhance Team Development by:

• Offer feedback when requested.

• Support new ideas and ways for achieving outcomes.

• Encourage ongoing self-assessment.

• Develop team members to their fullest potential.

• Look for ways to increase the team’s capacity.

39


REMEMBER!!!

Any change in the composition of the team or its leadership will return the team to the forming stage.

40


The most effective teams arrive at decisions through consensus by following a rational process that includes:

• Identifying the issue.

• Setting a specific objective.

• Gathering and analyzing the facts.

• Developing alternatives.

• Evaluating the alternatives.

• Deciding and acting.

41


In addition to the problem solving process, teams must also engage in interpersonal interaction.

Decisions are made and objectives are achieved not only by effectively following the problem solving process, but also to the extent that team members share information inan open, candid, honest, and trustful manner.

42


Activity:

“Hurricane Disaster” - problem solving and team building exercise.

43

• Identifying the issue.

• Setting a specific objective.

• Gathering and analyzing the facts.

• Developing alternatives.

• Evaluating the alternatives.

• Deciding and acting.


Problem Solving Process

44


“Hurricane Disaster” Activity - Five essential strategies:

1. Issue an evacuation order and ensure it is communicated throughout the entire community using all available resources.

2. Order that all designated emergency shelters be opened and manned.

3. Instruct all public safety units to aid in an orderly evacuation and in assisting those who cannot be evacuated to be transported to the designated emergency shelters.

45

“Hurricane Disaster Activity” - Five essential strategies:

4. Arrange for controlled access to evacuated areas and prepare to prevent looting.

5. Plan for the return of the evacuees after the hurricane danger is over: including shelter and relocation, damage assessment, and recovery operations.


46


In Review:

• Differences between groups and teams.

• 4 Stages of team development and ways to enhance team development.

• Team problem solving process.

• Experienced the team building and problem solving processes.

There are Many Types of Teams

• Examples of Teams:

– Athletic Team – people working together to win a game

– Natural Work Group – people working together every day in same office with similar processes and equipment

– Business Team – cross-functional team overseeing a specific product line or customer segment

– Improvement Team – ad hoc team with responsibility for improving an existing process

– Healthcare Team – several healthcare professionals working closely together for the benefit of a patient or group of patients

When to use a team?

Quality and Acceptance

Low Quality/Low acceptance

Flip a coin

High Quality/Low acceptance

Ask an Expert

Low Quality/High Acceptance

Group decision

High Quality/High acceptance

Team Consensus

Understanding group behavior

• Group Content - what is being said, the words, the discussion

• Group Process - how the group works, methods, ways of making decisions, how people participate

Aspects of Group Process: Communication

• Who talks to whom? • Who interrupts and how is it handled?• How are quiet members treated?• High and low participators? Shifts in

participation levels?• Do people look at each other when they talk?• How are new members treated?

Aspects of Group Process: Decision -making

• What process does the group use to make decisions?

• Is the process agreed upon by everyone?• Does the process change as group proceeds?• Does anyone make a decision and carry it out

without agreement from the others?• Is there evidence of a majority pushing a

decision• Are minority opinions heard?

Aspects of Group Process: Problem-solving

• Does the group take time to understand the problem?

• Is the problem well articulated?• Is there time for brainstorming creative

solutions?• Can the group move to from problem

identification, identifying possible solutions, to selecting solutions and implementation?

Group Problem Solving

•Listen for common Themes

• Organize ideas

•Evaluate alternatives

• Manage conflict

•Involve people

•Get information

• Develop plan

•Generate ideas

•Assign responsibilities

• Find resources

•Monitor progress

•Motivate

•Details/Finish

•Presentation

• IDENTIFY PROBLEM

Recognizing Dysfunctional Behavior

• Blocking• Aggression• Dominating• Withdrawing• Out of field behavior

Team Roles: Task

• Initiating• Seeking and Giving Information• Clarifying• Summarizing• Consensus Taking• Accountability

Team Roles: Relationships• Communication Gatekeeping• Encouraging• Resolving Conflict• Acknowledging Feelings• Setting Standards/Norms• Openness

Attitudes for Effective Teamwork

• Appreciation for value of team decisions• Respect for team members• Mutual trust• Openness to feedback• Reflection on group process and interest in

improving• Shared vision

Team Exercise

• Instructions for Observers

• Instructions for Team members

• Team Exercise• Scoring, Team

members and Observer comments

• Discussion

What are Characteristics of Effective Teams?

• Members have a clear goal• The focus is on achieving results• There is a plan for achieving the goal• Members have clear roles• Members are committed to the goal• Members are competent• They achieve decisions through consensus• There is diversity among team members• Members have effective interpersonal skills• They know each other well and have good relationships

More Characteristics

• Each member feels empowered to act, speak up, offer ideas

• Each member has a high standard of excellence• An informal climate and easiness exists among members• The team has the support of management• The team is open to new ideas• There is periodic self-assessment• There is shared leadership of the team• The team is a relatively small size• There is recognition of team member accomplishments• There are sufficient resources to support the team work

Effective Team-Building Takes Time

• There must be frequent and prolonged contact

• Team members come together around a specific goal or project

• Effective teams go through four stages of team development

What are the Four Stages of Team Development?

• Forming• Storming• Norming• Performing

• Every effective team goes through these life cycle stages

Forming

• Team members are introduced and begin getting to know each other

• Goals and tasks are established

• Generally polite behavior among members

• Norms are not understood

Storming

• Members are sizing each other up and may feel more comfortable and voice their views

• Members may compete for team roles

• May argue about goals or how they should be accomplished

• May choose sides against other members

Norming

• Once issues are resolved, agreement occurs around team norms and expectations

• Trust and common interests are developing

• Roles and objectives are clarified and understood

Performing

• Members make contributions and are motivated by results

• Leadership is shared according to members’ knowledge and skills

• Norms and culture are well understood

• Tasks get accomplished effectively and efficiently

References• Thiagarajan, S. and Parker, G. (1999). Teamwork and Teamplay. San

Francisco: Jossey-Bass/Pfeiffer.

• Dean, P., LaVallee, R., & McLaughlin, C. (1999). Teams at the core of continuous learning in McLaughlin, & Kaluzny, A. (eds.) Continuous Quality Improvement in Health Care: Theory, Implementation, and Applications, 147 – 168.

Leadership and Team building Dr. Kithsiri Edirisinghe MBBS, MSc, MD (Medical Administration) Master...

Documents

Transcript of Leadership and Team building Dr. Kithsiri Edirisinghe MBBS, MSc, MD (Medical Administration) Master...