Tuning Performance


Outline

Teams usually evolve in a haphazard way. Structure is often based on the historical culture, skill levels, longevity in the team, familiarity with it, whether or not individuals get on with each other and with the team leader. When conflict arises it is often not well-managed.

It is possible to structure a team such that the culture, identification of skills, allocation of tasks, development of individuals, consistency of meeting goals and the monitoring of performance is done in a planned, organised and thoughtful way.

To build this kind of structure in a team requires the investment of time, the application of analysis and a sequential approach. Some team leaders are not willing to invest this time and analysis. They always suffer the consequences.

aim

To enable you to build structure into any team you are responsible for leading

objectives

  • To understand the mechanics and dynamics of teams
  • To understand how to analyse and deploy your resources
  • To learn how to use a planned approach to apply internal and external structure

outcomes

  • Understanding more about how teams work
  • Ability to identify the difference between internal and external structure
  • The necessary skills to build structure into any team
  • The skills to ensure everyone's involvement and contribution
  • Ability to build teams which take responsibility for their own performance

Outline

This course requires a preparatory session of four hours on-site at least two weeks before the course, this is included in the price. Alternatively, a team could do Team Building 1 as the preparatory session.

The focus is on making sure that the right understanding, structure and processes are in place for the team to operate both efficiently and effectively.

The team will spend much of the two days clarifying team structure, processes, ground rules and setting team goals. Understanding of these will be checked and strengthened, as will commitment.

aim

To lay the foundations for a high-performance team

objectives

  • To understand all other members of the team and develop productive working relationships with them
  • To develop processes and structure for effective team-working
  • To be able to deal productively with conflict
  • To work effectively under pressure and time constraints
  • To effectively challenge and support the other members of your team
  • To understand more about the complexity of working in a team

outcomes

  • Know, and better understand, all other members of your team
  • Team will have a clear, practical, commonly-understood way of working
  • Able to work productively with difference and conflict
  • All team members will clearly understand the contribution they can, and are expected to, make



Outline

The three Team Effectiveness courses are designed to be completed in a sequence over a period of four - twelve months.

Team performance is often not planned, managed and assessed in effective ways because of increasing pressure and being busy. Performance management, appraisal and management control enable the team leader/manager to know what the team is capable of, what is going on at any given time, better awareness and understanding of problems arising and what to do to solve them. It ensures knowledge of individuals and anything that might be needed to ensure their continued commitment and high-level performance.

This course provides detailed analysis of the overall effectiveness of a team: where it has strengths, where it has weaknesses. An Outline Plan for improving performance is constructed. The course consists purely in analysis and does not seek to implement improvement. It is useful as a precursor to other work to improve the performance of the team.
 

aim

Comprehensive analysis of team effectiveness
 

objectives

To analyse where the team is strong and weak in Task achievement
​To analyse People strengths and weaknesses in the team
Produce an Outline Plan for Improvement
 

outcomes

Clarity on how the team is currently operating
Clarity on Task and People strengths and weaknesses
Awareness of individual strengths and contribution
Clarity about how to achieve and maintain peak performance
Outline Plan for moving forward


Outline

This course is designed to follow the Team Effectiveness Analysis course using the Outline Plan for improved performance as the starting point. The strengths and weaknesses of the team are examined through exercises, review, feedback and discussion. Specific actions are determined to improve effectiveness and performance.

To get the best out of individuals and teams it is necessary to plan how best to deploy and develop individual skills and abilities and to continually manage and review performance. For teams this results in higher motivation, consistently good results and a better atmosphere in which to work. For individuals it results in professional and personal development, increased commitment and consistently-improving performance.

Team Effectiveness Implementation will enable the team to move forward by addressing aspects of behaviour and the ways in which the team gets things done. An Action Plan is developed to ensure structured improvement. It will help the team to plan more effective ways of organising themselves and improving their individual and collective performance.

aim

To use analysis of team effectiveness to tune performance

objectives

  • To understand, and build on, the strengths of the team
  • To analyse where, why and how the team is weak
  • To understand the practical impact of this on daily operation of the team
  • To build effective processes
  • To improve understanding, reduce friction and enhance performance

outcomes

  • Balance of Task and People effectiveness will be clarified
  • Clarity on where you should focus and what you must do to improve
  • Detailed Action Plan to rectify/improve Task and People weaknesses
  • Specific examples at work to test all this

Outline

It is designed to follow the Team Effectiveness Implementation course using the Action Plan for improvement as the starting point.

The course is an intensive, in-depth overhaul of the team and is demanding of all individuals. It confronts all members of the team with the essential question of what can be done both individually and collectively to lift team performance from good to outstanding.

aim

To increase effectiveness by identifying and practising the attitudes, skills and behaviours necessary for outstanding performance

objectives

  • To make this an outstanding team
  • To become stronger and more competent individually and collectively
  • To ensure high-level communication and understanding in this team by encouraging people to contribute at individual, team, management and organisational level
  • To understand responses to conflict and develop the ability to manage self, feelings, reactions and behaviour in productive ways when pressure and conflict are present
  • To write an Operational Plan which will ensure success

outcomes

  • Clear operating rules
  • Authentic communication
  • All team members will understand each other
  • Clarity about how to achieve and maintain peak performance
  • Team will operate high levels of support and challenge
  • Team will be a more enjoyable, rewarding and demanding place to work

Aim

Building, developing  & running High-performing Teams

Objectives

  •        Understanding what makes teams tick
  •        Using the basic building blocks
  •        Learning how to read a team
  •        Directing the focus of a team
  •        Finding out what a team needs day-to-day

High-Performing Teams

Individual behaviour is complex. The behaviour of two people together is more complex still. The behaviour of a team of people is an exponential progression of ever-increasing behavioural complexity. The more people you add, the more complicated it gets.

Building and running an effective team is simultaneously the simplest and the most difficult thing in the world.

However, there are some very simple things you can do, and behaviours you can use, which make it easier. These are things which, paradoxically, are quite easy to learn but difficult to do. Rather like learning to herd cats.

Why difficult? Because you have to remember to do these things at times when it will be difficult to remember to do them. That is, when things are hectic, when people are exhibiting their feelings in their behaviour, when it’s all going wrong, when you are under pressure and not thinking clearly, when the **** is hitting the fan. *

Outcomes

  • This Ignition Event will enable you to:
  • Do the simple things to set a team going
  • Balance simplicity and complexity without losing hope
  • Recognise when to step in and when to stay out
  • Know when your cats need feeding and which food to give them
  • Actively manage the relationship between control, reward, discipline and responsibility: making your cats purr

* crap



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Outline

Increased competition, busy-ness and pressure at work means that performance is often not managed and assessed effectively and productively.

To get the best out of individuals and teams it is necessary to plan how best to deploy and develop their skills and abilities, as well as continually managing and reviewing their performance. For teams thisr esults in higher motivation, consistently good results and a better atmosphere in which to work. For individuals it will result in professional and personal development, increased commitment and consistently-improving performance.

Performance management and appraisal enables the manager to know what the team is capable of, what is going on at any particular time, better awareness and understanding of problems arising and what to do to solve them. It ensures a thorough knowledge of individuals and anything which might be needed to ensure their continued commitment and high-level performance.

aim

To enable you to manage and appraise individual and team performance rigorously

objectives

  • To understand what results from good performance management and appraisal
  • To analyse what is required to manage performance and be able to do it
  • To have a blueprint for formal and informal appraisal
  • To enable you to use performance appraisal as a developmental tool

outcomes

  • Understanding of what performance management is and how to do it
  • Ability to plan and structure an effective appraisal session
  • The necessary skills to do formal and informal appraisals
  • The skills to use PM&A to build involvement and contribution
  • Understanding how PM&A helps individuals take responsibility for their own performance

Outline

Increasingly at work managers and all other employees are measured on their output. This does not necessarily mean that they are being effectively measured on their performance.

People being people, there are occasions when individuals either do not do the right thing, do the right thing in the wrong way, or over-step the mark in some way. Often this can be addressed through performance management, but there are occasions when difficulties must be tackled through the disciplinary process. Many managers shy away from this. They will do virtually anything to avoid the anticipated conflict inherent in initiating the disciplinary process.

Used in a planned and controlled way, the disciplinary process can be key to maintaining order and responsibility in a team; can help to control those who are pushing the boundaries in unproductive or harmful ways; can help the development of an individual by showing them that a particular kind of behaviour is not going to work and, in extreme cases, can start the process of getting rid of someone who compromises the overall effectiveness of the team.

aim

To ensure that you are able to effectively use a disciplinary process

objectives

  • To understand your company's disciplinary process and how it works
  • To have the confidence and judgement to use it appropriately and effectively
  • To be able to plan, record, manage and terminate what might be a difficult meeting/process
  • To understand the problems that can arise and be able to deal with them

outcomes

  • Understanding of your organisation's disciplinary process
  • Confidence of when and how to use it
  • Ability to plan for, and deal with, any problems which arise.
  • You will not give yourself excuses for not using the disciplinary process when it is necessary