100 Great Team Effectiveness Ideas

In this Book

• 100 Great Team Effectiveness Ideas
• Foreword
• Introduction
• Why Do Teams Matter?
• When Can A Team Help You Be Effective?
• When Is A Team Not A Team?
• What Characterises Teams That Adapt Well To Changing Circumstances?
• What Have You Learnt From Contributing To A Tea That Worked Well?
• When Have You Helped Turn A Team Around?
• What Have Been The Ingredients Of The Shared Purpose Of A Successful Team?
• What Has Been An Effective Relationship Between Rational And Emotional Considerations?
• How Have Good Teams Used Difference To Good Effect?
• What Has Enabled Effective Teams To Cope Well In A Crisis?
• Understand Its History and the Emotions
• Understand the Characters, Motivations and Expectations
• Understand Where Sponsors Are Coming From
• Understand How Communication Happens
• Listen In Order To Understand
• Pace Your Interventions
• Be Clear On the Direction
• Maintain Momentum as Team Members Change
• Know Who Your Allies Are
• Be Willing To Make Hard Decisions
• Know Their Preferences and What Keeps Them Fresh At Work
• Recognise the Type of Leadership They Need From You
• Ensure Effective Recognition
• Respect What Gives Them Energy in Other Spheres
• Know What You Will Do If They Do Not Deliver
• Enable People to Have Their Voice
• Be a Good Coach
• Encourage Team Members to Work In Collaboration Rather Than Competition
• Balance Face-To-Face and Virtual Communication
• Recognise When You Need To Be Unreasonable
• Be Clear On Outcomes to Be Delivered and the Tone to Be Set
• Be Clear On the Balance of Skills That Are Needed
• Be Clear About the Values Underpinning the Team
• Recognise Potential De-Railers
• Bring both Realism and Aspiration
• Treat Your Team Members As If They Are Volunteers
• Be Clear On the Milestones towards Desired Outcomes
• Be Clear How the Team Needs To Engage With the Wider Organisation
• Be Explicit In Building Team Resilience
• Demonstrate Your On-Going Commitment to the Team
• Learn By Experience and Experiment in Different Contexts
• Take Time Out to Widen Your Perspective
• Do Mutual Mentoring
• Work-Shadow Team Leaders in Others Spheres
• Take a Step-Change in Your Confidence
• Keep Developing Your Approach to Communication
• Widen Your Repertoire of Approaches, Including Role-Playing How You Might Lead Differently
• Build Your Succession and Ensure You Are Dispensable
• Trust Your Intuitive Judgement More
• Build In Feedback Loops
• Set a Constructive Example
• Share Examples of Good Practice
• Maintain a Regular Dialogue about What Makes an Effective Team
• Encourage Partnerships between Different Parts of the Organisation
• Encourage Participation in a Range of Different Teams
• Encourage the Shadowing Of Other Teams
• Reward and Recognise Effective Teams
• Ensure That Diversity Is Recognised
• Enable Teams to End Well
• Build In Effective Learning When Teams Are Disbanded
• Know What the Leader Wants and Where You Can Contribute
• Recognise the Constraints upon You
• Recognise How Best To Be Influential
• Watch Your Tone of Voice and Body Language
• Be Prepared To Challenge an Established Team
• Bring Reality and a Fresh Perspective to an Uncertain Team
• Draw Out the Best in Others
• See Success as the Success of the Team, Not Just Your Personal Success
• Allow Your Contribution to Evolve Over Time
• Recognise When It Is Time to Move On
• Have a Clear Purpose and Be Realistic About the Outcomes of Team Events
• Use External Team Coaching or Facilitation Wisely
• Create Reflective Space
• Manage Time and Energy Effectively
• Encourage People to Think and Act Out Of Role
• Use Feedback Exercises and Psychometric Assessments with Care
• Recognise the Significance of Emotional Bonds
• Explore Sensitive Issues
• Minimise Distractions
• End on a High
• Encourage Brief Stock-Takes at the End of Meetings
• Encourage the Articulation of Observation and Feedback
• Encourage Meetings to Take Place in Different Contexts and Different Formulations
• Encourage Input from a Range Of Specialists
• Ensure the Voice of the Customer Is Never Far Away
• Encourage Interchangeability of Roles Where Possible
• See Changing Membership as an Opportunity Rather Than As a Problem
• Leverage the Benefits of Working Virtually
• Partner Teams in Other Organisations
• Merge Teams to Galvanise Progress
• Believe In Your Progress So Far
• Recognise the Anxieties You Can Leave Behind
• Accept That You Should Not Be Trying Too Hard
• Recognise What Is the Stretch for You
• Accept That There Will Be Fallow Periods
• Recognise What You Can Achieve When You Are At Your Best
• Share Your Aspirations for the Future
• Know What Will Nourish You and Uphold You
• Be Ready For Unexpected Opportunities
• Keep Passing on Your Understanding and Your Learning
• Books by Dr Peter Shaw