Key Factors in Team Behaviour

Last month we discussed leadership strategies for supporting your team through the stages of development and for moving them towards high performance. This month, we begin talking about the key factors which influence team behaviour.  The first factor is defining values and ground rules. 

Missed last month's segment? Read it online!

Factor 1: Ground Rules

Ground rules are the specific, agreed behaviours that team members choose to operate by , that express their shared or common values. Teams often identify, formally or informally, their values. These could include respect, integrity, honesty, support and other concepts. Just as often, though, these values are not taken to the next step and defined as tangible behaviours. Take the value of "support". What would I see if I went looking for "support" in the moment by moment interactions between team members?  The team needs to discuss and agree on what support means for them, because interpretation can be where conflict arises.This defining process does not need to be difficult.

There are two steps, that can each be accomplished in about 30 minutes.

Step One:

The first step relates to values. At a team meeting, break the team into smaller groupings, say of three. Provide each group with flipchart paper and pens. Simply ask them to brainstorm up to six values that are important to them individually. Give them ten minutes. Bring the groups back together and chart all the values on the main flipchart. Circle those that are common and any others that the team feel should be included. Then ask the team members if there are any there that they have difficulty accepting. If they want to explore what one of the values may mean, like "support", as mentioned above, say that this relates to defining behaviours rather than values and is the next step. Then ask each person to sign their name on the flipchart paper to show ownership of and agreement with the defined set of team values. (Often the organisation has expressed a set of values already. If this is the case just move straight to step 2.)

Step Two.

Then, ask the groups to answer the question: what would each value look like if I saw it in practice in our workplace? What would "support" look like? Your team will not be able to define all the behaviours, so ask them to identify only two or three important behaviours that will be commonly encountered. So, for "respect", they may say "keeping confidences; speaking directly to an individual (not gossiping)", etc. Repeat the process for all the values and invite everyone to sign the flipchart paper.

In less that an hour, you will have a set of common values and defined ground rules. Get these written up, preferably in a colourful and creative way, and issued to all. Keep the signed flipcharts.

Finally, agree as a team to work by these values and behaviours for a defined period of time, say three months. Make a note that in three months, at a team meeting, you will review these.

Remember, effective ground rules are:

• Clear and explicit
• Known to and accessible by all team members
• Formed with input from all team members
• Regularly reviewed

In our next e-zine we will look at the important issue of clarifying expectations.

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13 Hints for making Team-Building Interventions Work

In some ways “team-building” developed a bad name in the 1980’s and 1990’s, because many operators delivered activities with an absence of measurement, evaluation and follow-up. Sometimes there can be a fear of creation of conflict, unreasonable self-disclosure or inappropriately physically or psychologically challenging activities when a team-building programme is proposed.

However, that doesn't make team-building less important for your team - or something to avoid. Providing development opportunities for your team of high importance, and it is up to the leader to select interventions which will make a difference.

When embarking on team-building:

HOT TIP: Use an evaluation instrument to assess your team's specific needs. This helps ensure interventions are truly targeted and will make the difference you are looking for.

Nexus Partners' Team Snapshot is an excellent tool for assessing your team's needs and strengths. For information about Team Snapshot or team-building, contact John Hornblow . More information is also available online.

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Assertiveness - the key to excellent relationships

Excellent working relationships are vital. When you have great relationships with your boss, your team mates, your staff and your customers, you cant wait to get to work in the morning. And when things are bad... you're stressed, unmotivated, tired all the time, performing poorly - the list goes on.

We all have the power to build excellent working relationships. It is all in how we behave towards others. If we act in a passive way, we invite others to push us around. If we're aggressive, we invite others to 'get the better of us' whenever they can. When we're assertive however, we communicate that we are there to get on with people, and we expect them to get on with us too.

When others are aggressive or passive towards us, an assertive response will often defuse the situation and push them towards assertive behaviour too.

Certain ‘basic human rights' are central to the concept of assertiveness:

Being assertive helps you to:

Remember:

Need help with or information about managing relationships? Contact Anne McLaughlin or John Mawdsley.

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Adapting to an Older Workforce

By 2015, the number of workers 55 and older will be 20% of the total labour force - today this group makes up only 12%. What are the implications for your organisation?

Some experts are predicting an upcoming labour shortage as our population ages. But any shortage will be as much about a loss of talent and skills as it is about available staff. Mature workers are often the most experienced and hold a wealth of knowledge about your organisation and the industry.

As the working population ages, so does the general population. This has implications for your customer base, and the type of service you will provide. Older customers may prefer to deal with your older staff.

Retaining your Mature Staff

Many people like the idea of working after retirement. But they don’t want to work as many hours and they may not even want to be doing the same thing. Work-life balance is vital. To retain your mature employees, look at solutions such as:

It is also important that your work environment is user-friendly for mature workers. Think about:

Recruiting Mature Staff

Currently, there is some resistance in the market towards employing older workers. Employers count the years to retirement, and may prefer to employ a younger person. Ken Dytchwald, CEO of Age Wave, a company focused on the mature workforce, shares the following statistecs: "The average 20 to 30 year old changes jobs every three years. The average 40-plus worker changes jobs about every 10 - 15 years. It sounds ironic, but you will get more years back by retraining and investing in a 45 year old than a 25 year old."

To successfully recruit the mature worker:

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Quick Giveaway

Click here to download your FREE copy of the Team development continuum - or email us with Team Development Continuum in the subject line, and your contact details in the message.

In the Team Development Monthly Update, we've been talking about the stages of team development. Click here to download your own copy of the Team development continuum for tracking your team's progress.

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