Join Britt Andreatta for an in-depth discussion in this video Managing team performance, part of Management Foundations (2013).
- In today's collaborative work environments, more and more work is being done in teams. As a result, an important aspect of performance management includes team performance. Ultimately, you need to find a way to assess and measure how collaborative work reflects on each individual employees performance as well as the group as a whole. A team is different from a group of individuals who may form a department or a cross functional group. Specifically to be a team, the group must have the following four qualities. Number one, a common purpose.
This would be the clear goal there to achieve. Number two, Their efforts must be interdependent. Otherwise it's just coordinated efforts of individual contributors and that's not a team. Number three, they must share accountability. Everyone is held responsible for the groups success or failure. And number four, the members must believe that the outcome will be better working together than alone. Managing a high performing team takes effort. So plan to spend some time and energy on implementing these strategies. This will also help you address the most common reasons team fail, which are, unclear purpose or goals.
Lack of clear plan or commitment to the plan. Inability to deal with conflict. Lack of shared accountability for results. Insufficient resources. And lack of trust. First, you want to set the team up for success by helping them create team guidelines. This will serve as a guide or playbook if you will for the teams efforts. I've included a handout in the exercise files for you to utilize. The first meeting you have with the team will be the longest as you co-create the document. To illustrate the process, let's watch as Adriana creates a team at [Landon] hotel to innovate new ways for conferences to accommodate remote attendance.
To begin, Adriana facilitates a discussion with the newly formed team. The team should understand and agree on the goal that the team has to accomplish by when. Adriana ensures that everyone is clear about the purpose, scope, quality, and other important aspects of the goal. Because her team is comprise of members from different functions who've not work together in the past. Adriana has them discuss their work preferences. Things like their work styles, expectations, challenges, and pet peeves.
Using that information, the group flushes out shared practices they all agree to utilized for the duration of the teams worked together. This includes how to evaluate ideas and make decisions, what's appropriate behavior, and how in one they'll communicate. Next Adriana helps the team identify the roles each person will play in the project. This is an excellent way to highlight each individual strengths and to further develop their belief that they'll achieve a better outcome together. In particular, they can discuss when certain people will lead, and others will embrace followership.
Knowing that teams often experience conflict, Adriana knows that it's vital to have the team create their plan for dealing with conflict. In this case the group agrees to first approach the person directly, and if that's not fruitful, they'll bring the issue to Adriana. Next, Adriana guides them through discussion of what resources they currently have available, and what the team thinks it needs. These can include things like access to information, financial resources, authority, training and so on. Finally, Adriana informs the members how the team is accountable for the results.
She describes how she'll verify that they're meeting their milestones, and that the results align with the goal. Adriana concludes the meeting by finalizing agreement on the key points. Then she types up the team playbook and shares a copy with each member. Adriana uses the playbook to guide both team meetings, as well as one on ones with the members. The collective accomplishments of the team become part of each employees performance process. Adriana's work is not done however, as an effective manager, she continues to support the team by helping them build trust, coaching them when needed, and helping them move through the inevitable conflict that arises, and valuing their worth by praising their efforts and successes.
If there are challenges, Adriana speaks with the team, empowering them to identify the problem, create solutions, and implement the been ways that keep the team cohesive as a group. Thinking about the teams that you worked with. How can you utilize these practices to maximize their performance? I recommend you use the hand out to create your own team playbook.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
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- Choosing a management style
- Hiring employees
- Coaching employees
- Managing team performance
- Establishing trust
- Motivating and engaging others
- Delegating responsibilities
- Avoiding micromanagement
- Managing remote employees
- Knowing HR regulations<br><br>
- The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.