Team healthcheck - Diagnostics.pdf

Diagnostic - Team Health 5 Essential Questions for Effective Teams to Consider Creating a high-performing team is a complex task that requires careful consideration and intentional effort. Whether you’re forming a new team or seeking to optimize an existing one, asking the right questions can be a...

Diagnostic - Team Health 5 Essential Questions for Effective Teams to Consider Creating a high-performing team is a complex task that requires careful consideration and intentional effort. Whether you’re forming a new team or seeking to optimize an existing one, asking the right questions can be a game-changer. Drawing on insights from renowned team experts such as Peter Hawkins, David Clutterbuck, Ruth Wageman and Patrick Lencioni, this blog explores five essential questions every team should consider to enhance their effectiveness. 1. Why Are We Here? Understanding a team’s purpose is fundamental, yet it’s often overlooked. The team’s purpose should not only be clear but, as far as possible, internalized by each member. The closer individuals feel aligned to the mission, the easier it will be to foster the motivation and commitment within the team, which directly impacts its performance. As well as the broader purpose it’s important to set specific goals. In some organizations, specific targets and goals are cascaded. The challenge, in this case, is to embrace and internalize the mission and goals and understand them in the context of individual team members. In other environments, teams may have more freedom to define their own mission and set their own goals. Here, greater time needs to be spent defining the mission and goals. Aspirationally, the team’s mission should be its defining factor, as Peter Hawkins emphasizes: "The mission should define the team, rather than the team defining the mission." Key Conversations and Rituals: Purpose: Co-create a “purpose statement” or “collective success statement” where the team discusses how their work aligns with the organization's broader mission. Meaning: Have a discussion in the team about “meaningful work” where everyone can understand what makes work meaningful for each person. Goal Setting: Conduct goal-setting sessions where team members collaboratively define and agree on their “objectives” and “results”. Rituals: Develop a ritual that will help the team embed purpose in how they work. 2. Where Are We Starting From? A team’s success is heavily influenced by its internal and external context. Ruth Wageman, highlights the extent to which that context is supportive of the team’s efforts will aid success. The team has a responsibility to shape its context as best they can. The extent to which the team can get the best from resources available will help determine results. These may include external factors such as political, economic, technological, and regulatory factors. It also includes internal factors like having the right resources, authority, and support from stakeholders. Confronting what Jim Collins refers to as the “brutal facts” of the situation is vital. Teams must have a clear and realistic understanding of their starting point, including the challenges they face and the resources at their disposal. This clarity allows for better decision-making and planning. Whilst not all parts of the environment are controllable, teams should not be passive. They need to understand and analyse the environment and they need to advocate to help shape a supportive environment. Guides and exercises to consider: Context Analysis: Organize a “SWOT analysis” session to evaluate the team’s internal and external environment. Conduct a “Knowledge Review”, a “Resource Review” or a “Capabilities Review” to understand current context in detail. Stakeholder Mapping: Conduct a “stakeholder mapping” to identify key influencers and decision-makers that affect the team’s work. Enablers and Obstacles: Review the “Enablers and Obstacles” given the ambitions of the team. 3. What’s the Plan & Process? Once the purpose and context are clear, the next step is to create a plan and process to execute. As David Clutterbuck points out, effective teams not only make plans but also regularly review and adapt them. This involves defining the steps to achieve the goals and mission, and establishing regular check-ins to assess progress. This involves selecting the right approach to manage execution - which will vary significantly by industry. Ensuring the team has effective processes for planning activities, decision-making, and reviews. Clutterbuck warns against the peril of sticking too rigidly to a plan without regular reviews. Teams should be prepared to course-correct as new information emerges or as circumstances change. This iterative process of planning, executing, reviewing, and adjusting is essential to maintaining momentum and achieving the team’s mission. Guides and exercises to consider: Problem Definition: Hold workshops for “Problem Definition” as well defined problems are much easier to solve. Preparation for Change. Reflecting on past experiences gets the team to reflect on upcoming change and how they want to meet the challenge. Plan vs Outcome Review: Implement “Plan versus Outcome Review” to explore reasons for variations from plan and discuss any course corrections. Pre-Mortem: Anticipate problems through a pre-mortem before kicking off a project. Project Closing: use the FLAT model to close out project work and learn lessons. 4. Who Is On the Team and What Are Their Responsibilities? The talent that makes up a team will determine its success too. This includes the right structure, right people, right roles. Is a team the right structure to address the challenges ahead? Afterall, some problems are better solved by individuals or working groups. Is it clear who is on the team and what each person’s role is. Clarity about team composition and individual roles and responsibilities is crucial for any team’s success. Roles and responsibilities include incurring the right technical roles and responsibilities but Belbin also highlighted the benefits of different thinking styles and personalities for certain challenges. Is the team flexible enough to adjust their composition as needed? This might mean adding new members with specific expertise or reassigning roles based on changing needs. Being able to modify the team structure is key to maintaining effectiveness. Each team member must understand how their individual efforts contribute to the team’s overall goals. This alignment fosters a sense of ownership and accountability, which Lencioni highlights are critical for achieving high performance. Guides and exercises to consider: When to team: Begin with a team kickoff meeting to understand when to team, when to work in subgroups and when to work individually. Leader: Workshops for “Leader and Team Alignment” or “New Leader Assimilation” to help teams and leaders develop mutual understanding, often facilitated by a third party. Role Adjustments: Job Crafting to ensure that team roles stay relevant. 5. How Should We Work Together and Adapt? The final question focuses on how members interact, collaborate, and adapt. At the heart of this is the fact that a team exists to co-create - that we must act together as more than the sum of our parts. This means navigating interpersonal dynamics effectively. Without trust, team members are unwilling to be vulnerable, which leads to a lack of openness and honesty. Also teams that avoid conflict fail to engage in productive debate, leading to poor decision-making. Teams need to have open discussions about their working norms and behaviors. It’s helpful for a team to set standards of behavior upfront. Establishing clear expectations around communication, decision-making, accountability, and psychological safety is essential. Teams must foster a culture of learning and adaptability, continuously refining how they work together based on feedback and experiences. A learning mindset allows teams to respond to challenges more effectively, becoming more resilient and better equipped to handle change. Guides and exercises to consider:  Standard-Setting Sessions: Facilitate discussions to establish standards: For Team behaviors”, “For Meetings ", "For One to Ones”, “To Become a Learning Team” , “For Feedback”. General Retrospectives: Use proven models like “Celebration, Learnings and Improvements” or “KALM” for general regular retrospectives. Specific Retros: Conduct learning reviews in specific areas: “Decision making”, “Diversity”, Meeting Culture”, Wellbeing”, “Learning”, “Productivity Blockers” Coaching conversations: Implement sessions to understand “Individual values” or support “Career Development” Conclusion Effective teamwork doesn’t happen by accident—it requires deliberate effort and reflection. By asking these five essential questions, teams can align their purpose, understand their context, create actionable plans, clarify roles, establish effective collaboration practices, and foster a learning culture. Why Are We Here: ​ The team's purpose is clear to all and well defined. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ Measurable goals are established for assessing success. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ The team's objectives align with the organization's mission. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ The team is highly motivated to succeed. 1 (Not Motivated at All) — 5 (Highly Motivated) Where Are We Starting From: ​ The team understands external factors influencing its success. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We are clear on our current strengths and weaknesses. 1 (Not Clear at All) — 5 (Very Clear) ​ We know and manage our key stakeholders effectively. 1 (Poorly) — 5 (Effectively) Who Is The Team?: ​ It’s clear who is on the team?. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We know when to work alone and when to collaborate. 1 (No Understanding) — 5 (Very Clear Understanding) ​ Individual roles and responsibilities are clearly defined. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We have the right skills in the team to achieve our goals. 1 (Strongly Disagree) — 5 (Strongly Agree)  ​ Team members understand their contribution to overall goals. 1 (No Understanding) — 5 (Very Clear Understanding) ​ We know what each other are working on and support each other. 1 (No Awareness) — 5 (Full Awareness) What's the Plan: ​ We have a clear roadmap to achieve our mission and goals. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We are effective at solving problems together. 1 (Ineffective) — 5 (Very Effective) ​ The team consistently reviews progress and adjusts strategies. 1 (Rarely) — 5 (Consistently) ​ We prioritise activities and allocate resources aligned with the plan. 1 (Not at All) — 5 (Completely) ​ Innovative thinking is encouraged when it can have an impact. 1 (Strongly Discouraged) — 5 (Strongly Encouraged) How Do We Work Together: ​ Expected team behaviors (norms) are clear for all. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ The way we structure our meetings is fit for purpose. 1 (Ineffective) — 5 (Very Effective) ​ We challenge each other without it being awkward. 1 (Very Awkward) — 5 (Not Awkward at All) ​ We say how we feel and can be vulnerable with each other. 1 (Rarely) — 5 (Frequently) ​ We give appropriate levels of appreciation and positive feedback. 1 (Rarely) — 5 (Frequently) ​ We regularly celebrate success. 1 (Rarely) — 5 (Frequently) ​ We demonstrate a respect for different values and thinking. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We make decisions without unnecessary referral upwards or downwards. 1 (Frequently Refer) — 5 (Rarely Refer) ​ We have regular feedback mechanisms. 1 (Strongly Disagree) — 5 (Strongly Agree) ​ We are good at admitting mistakes and saying sorry. 1 (Rarely) — 5 (Frequently) ​ We focus on team goals over individual performance. 1 (Strongly Disagree) — 5 (Strongly Agree)  Question The Rocket 6 Conditions PERIL 5 5 Disciplines Model (Wagerman) (Clutterbuck) Dysfunction( (Hawkins) (Curphy) Lencioni) 1. Why Are Context: Compelling Purpose: Absence of Commission: We Here? Aligns on Purpose Aligns with Trust: Aligns Aligns on team's team goals on purpose team’s purpose mission 2. Where Are Context: Real Team Influences: Avoidance of Context: We Starting Understands Understands Accountability Understandin From? external and external : Understand g internal and internal influences context external factors factors 3. What's the Plan: Enabling Processes: Lack of Co-Creating: Plan & Strategy and Structure Clear Commitment: Collaborative Process? tactics for planning and Clear plans planning achieving reviews and reviews goals 4. Who Is On Power: Roles Right People Roles: Clarity Fear of Clarifying: the Team and and in team Conflict: Clarity in Responsibiliti responsibilitie structure and Clear roles roles and es? s are clear roles and responsibilitie responsibilitie s s 5. How Process: Sound Interactions: Absence of Connecting: Should We Clear Structure Effective Trust: Effective Work procedures teamwork Establishing teamwork Together? for teamwork norms teamwork and norms norms Not Covered Morale: Team Supportive Learning: Inattention to Core spirit and Context Continuous Results: Learning: motivation improvement Focus on Continuous and learning team results team learning 1. Peter Hawkins’ Five Disciplines of Team Coaching Peter Hawkins' model focuses on enhancing team performance through five interconnected disciplines: 1. Commissioning: Establishing the team's purpose, mission, and the value it adds to the broader organization. This is about defining why the team exists.  2. Clarifying: Outlining clear goals, roles, and processes for the team. It ensures that everyone understands their responsibilities and how the team will function. 3. Co-Creating: Fostering a collaborative culture within the team. This discipline focuses on how team members work together, build trust, and handle conflict. 4. Connecting: Ensuring the team is well-connected to its external stakeholders, including other teams, the organization, and clients. This involves maintaining alignment with external expectations. 5. Core Learning: Creating a culture of continuous learning and adaptation within the team. It encourages the team to reflect on their performance and seek ways to improve continuously. 2. Ruth Wageman’s Six Conditions for Team Effectiveness Ruth Wageman's model outlines six essential conditions that must be met for a team to be effective: 1. Real Team: The team must have clear boundaries, be stable over time, and the members must be interdependent in their work. 2. Compelling Purpose: The team needs a clear, motivating purpose that members find meaningful and that aligns with the organization's goals. 3. Right People: Team members should possess the necessary skills and diversity to achieve the team's purpose. 4. Sound Structure: The team must have an appropriate size, clear norms of conduct, and effective processes for collaboration. 5. Supportive Context: The team should be provided with the right resources, information, rewards, and support from the organization. 6. Team Coaching: Effective teams receive coaching and guidance that helps them navigate challenges, reflect on their practices, and improve over time. 3. David Clutterbuck’s PERILL Model David Clutterbuck’s PERILL model identifies six areas that can create risks or challenges for teams, which leaders must manage to ensure team success: 1. Purpose and Motivation: Ensuring the team has a clear, shared purpose and that members are motivated to achieve it. 2. External Relationships: Managing the team’s relationships with external stakeholders and ensuring alignment with organizational objectives. 3. Resilience: Building the team’s ability to cope with setbacks, change, and adversity. 4. Internal Processes: Ensuring the team has effective processes for decision-making, communication, and conflict resolution. 5. Learning: Promoting continuous learning and development within the team. 6. Leadership: Ensuring strong, adaptive leadership that supports the team’s needs and guides it toward success. 4. Curphy and Hogan’s Rocket Model The Ignition Rocket Model, created by Gordy Curphy and Robert Hogan, is a practical framework for building and leading high-performing teams. The model is visualized as a rocket with eight components: 1. Context: Understanding the environment in which the team operates, including the organizational culture and external factors. 2. Mission: Defining a clear mission that outlines what the team needs to achieve. 3. Talent: Ensuring the team has the right mix of skills, experience, and diversity to accomplish its mission. 4. Norms: Establishing clear team norms and expectations for behavior, communication, and decision-making. 5. Buy-In: Building commitment and enthusiasm among team members for the mission and goals. 6. Power: Clarifying the decision-making authority and influence within the team and ensuring it's aligned with the mission. 7. Morale: Maintaining team morale through trust, respect, and supportive relationships among team members. 8. Results: Focusing on achieving the desired outcomes and continuously measuring the team’s progress. 5. Patrick Lencioni’s Five Dysfunctions of a Team Patrick Lencioni’s model identifies five common dysfunctions that can hinder a team’s performance and offers strategies to overcome them: 1. Absence of Trust: Without trust, team members are unwilling to be vulnerable, which leads to a lack of openness and honesty. 2. Fear of Conflict: Teams that avoid conflict fail to engage in productive debate, leading to poor decision-making. 3. Lack of Commitment: When teams don’t engage in healthy conflict, they struggle to commit to decisions, causing ambiguity about the team's direction. 4. Avoidance of Accountability: Without commitment, team members are less likely to hold each other accountable, leading to lower standards and poor performance. 5. Inattention to Results: When team members focus on their individual goals rather than the team’s collective success, it undermines the team’s effectiveness. 6. Tuckman’s Stages of Team Development Bruce Tuckman’s model outlines the stages that teams typically go through as they develop and become more effective: 1. Forming: The initial stage where team members are just getting to know each other. There's often excitement, but also anxiety about the new team and its goals. Roles and responsibilities are unclear at this point. 2. Storming: As team members start working together, conflicts may arise due to differing opinions, work styles, or competing priorities. This stage can be challenging as the team navigates power struggles and interpersonal conflicts.  3. Norming: The team begins to resolve conflicts, establish norms, and develop stronger relationships. Trust and cooperation improve as the team starts to work more cohesively. 4. Performing: At this stage, the team is functioning at a high level, with members fully focused on achieving the team’s goals. The team is self-organized, productive, and collaborative. 5. Adjourning (added later): This final stage involves the team disbanding after achieving its goals. It’s important to acknowledge the team’s accomplishments and provide closure. 7. Belbin’s Team Roles Dr. Meredith Belbin’s model identifies nine distinct team roles that individuals typically assume within a team. Each role brings unique strengths and potential weaknesses: 1. Plant: Creative and unorthodox thinkers who generate ideas and solve difficult problems. They may, however, overlook details. 2. Resource Investigator: Extroverted and enthusiastic, they explore opportunities and develop contacts. They may lose interest once the initial excitement fades. 3. Co-ordinator: Mature and confident, they clarify goals and delegate effectively. They may be seen as manipulative if they overcontrol. 4. Shaper: Dynamic and driven, they challenge the team to overcome obstacles. They can, however, become aggressive and provoke others. 5. Monitor Evaluator: Analytical and objective, they make judgments based on facts. They might be perceived as overly critical or unemotional. 6. Teamworker: Cooperative and diplomatic, they help the team to gel and are versatile in supporting others. They may avoid confrontation. 7. Implementer: Practical and reliable, they turn ideas into actions and organize work efficiently. They can be inflexible and slow to respond to new possibilities. 8. Completer Finisher: Detail-oriented and conscientious, they ensure tasks are completed to a high standard. They may worry excessively and delegate poorly. 9. Specialist: They bring in-depth knowledge of a key area. They may, however, have a narrow focus and contribute only within their area of expertise. 8. Hackman’s Five Conditions for Effective Teams J. Richard Hackman’s model emphasizes five essential conditions that must be met for a team to be effective: 1. Real Team: The team has clear boundaries, stability in its membership, and members who work interdependently towards a common goal. 2. Compelling Direction: The team needs a clear, challenging, and consequential goal that energizes and focuses members’ efforts. 3. Enabling Structure: The team must have a structure that supports collaboration, including the right mix of skills, clear roles, and effective task design. 4. Supportive Context: The team’s environment should provide adequate resources, rewards that are linked to team performance, and access to necessary information and training.  5. Expert Coaching: The team should receive coaching that helps them make good use of their collective resources and overcome challenges. Coaching is most effective when it addresses the team’s real-time needs. Each of these models provides valuable insights into team dynamics and effectiveness, offering different perspectives on how teams can achieve their goals. Incorporating elements from these models can help teams to navigate their development, utilize members' strengths, and maintain a high level of performance.