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Table of Contents
Table of Contents ...............................................................................................................................3
Unit of Competency .............................................................................................................................. 6
Performance Criteria............................................................................................................................. 7
Foundation Skills ................................................................................................................................... 8
Assessment Requirements .................................................................................................................... 9
Housekeeping Items ............................................................................................................................... 10
Objectives ............................................................................................................................................... 10
1. Establish team performance plan.................................................................................................. 11
1.1 - Consult team members to establish a common understanding of team purpose, roles,
responsibilities and accountabilities in accordance with organisational goals, plans and objectives ... 12
Team purpose: What is a Team? ........................................................................................................ 12
How to determine what the team wants to achieve? ........................................................................ 12
Team purpose, roles, responsibilities and accountabilities ................................................................ 13
Activity 1a............................................................................................................................................ 14
Roles, responsibilities and accountabilities ........................................................................................ 15
Activity 1a continued... ....................................................................................................................... 16
1.2 - Develop performance plans to establish expected outcomes, outputs, key performance
indicators (KPIs) and goals for work team .............................................................................................. 17
Performing .......................................................................................................................................... 17
W.I.S.H Team Review .......................................................................................................................... 18
Adequate levels of complementary skills ........................................................................................... 18
Key performance indicators (KPIs) ...................................................................................................... 19
Activity 1b ........................................................................................................................................... 20
1.3 - Support team members in meeting expected performance outcomes ......................................... 21
Support team members ...................................................................................................................... 21
Meeting expected performance outcomes ........................................................................................ 21
Activity 1c ............................................................................................................................................ 23
2. Develop and facilitate team cohesion ........................................................................................... 24
2.1 - Develop strategies to ensure team members have input into planning, decision making and
operational aspects of work team .......................................................................................................... 25
3
Team cohesion .................................................................................................................................... 25
Strategies ............................................................................................................................................ 27
2.2 - Develop policies and procedures to ensure team members take responsibility for own work and
assist others to undertake required roles and responsibilities .............................................................. 28
Policy ................................................................................................................................................... 28
Procedure ............................................................................................................................................ 28
Activity 2a............................................................................................................................................ 30
2.3 - Provide feedback to team members to encourage, value and reward individual and team efforts
and contributions .................................................................................................................................... 31
Create a simple feedback mechanism or template approach ............................................................ 32
Champion the success of team members ........................................................................................... 33
Activity 2b ........................................................................................................................................... 34
2.4 - Develop processes to ensure that issues, concerns and problems identified by team members are
recognised and addressed ...................................................................................................................... 35
Develop a process ............................................................................................................................... 35
Problem analysis sequence ................................................................................................................. 37
Activity 2c ............................................................................................................................................ 38
3. Facilitate teamwork ..................................................................................................................... 39
3.1 - Encourage team members and individuals to participate in and to take responsibility for team
activities, including communication processes ...................................................................................... 40
Teams .................................................................................................................................................. 40
Encourage team members .................................................................................................................. 40
A sense of mutual accountability ........................................................................................................ 42
Communication ................................................................................................................................... 42
3.2 - Support the team in identifying and resolving work performance problems ................................ 43
Support the team ................................................................................................................................ 43
Identifying and resolving..................................................................................................................... 43
Activity 3a............................................................................................................................................ 44
3.3 - Ensure own contribution to work team serves as a role model for others and enhances the
organisation's image for all stakeholders ............................................................................................... 45
Stakeholders ....................................................................................................................................... 45
Activity 3b ........................................................................................................................................... 46
4. Liaise with stakeholders ............................................................................................................... 47
4
4.1 - Establish and maintain open communication processes with all stakeholders ............................. 48
Maintain open communication processes .......................................................................................... 48
Establish open communication processes .......................................................................................... 49
Reluctance to communicate or share information ............................................................................. 50
Activity 4a............................................................................................................................................ 51
4.2 - Communicate information from line manager/management to the team .................................... 52
Activity 4b ........................................................................................................................................... 53
Communicate information from line manager/management to the team ........................................ 54
Team communication plan ................................................................................................................. 55
Activity 4b continued .......................................................................................................................... 56
4.3 - Communicate unresolved issues, concerns and problems raised by team members and follow-up
with line manager/management and other relevant stakeholders ....................................................... 57
4.4 - Evaluate and take necessary corrective action regarding unresolved issues, concerns and
problems raised by internal or external stakeholders ............................................................................ 57
Communicate unresolved issues - Issue management ....................................................................... 57
Assignment/ownership ....................................................................................................................... 58
Target resolution date ........................................................................................................................ 58
Activity 4c ............................................................................................................................................ 59
Skills and Knowledge Activity .............................................................................................................. 60
Major Activity – An opportunity to revise the unit ................................................................................. 61
References .............................................................................................................................................. 63
5
Unit of Competency
Application
This unit describes the skills and knowledge required to lead teams in the workplace and to actively
engage with the management of the organisation.
It applies to individuals working at a managerial level who facilitate work teams and build a positive
culture within their work teams. At this level, work will normally be carried out using complex and
diverse methods and procedures requiring the exercise of considerable discretion and judgement, using
a range of problem solving and decision making strategies.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of
publication.
Unit Sector
6
Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.
2. Develop and facilitate 2.1 Develop strategies to ensure team members have input into
team cohesion planning, decision making and operational aspects of work
team
2.2 Develop policies and procedures to ensure team members
take responsibility for own work and assist others to
undertake required roles and responsibilities
2.3 Provide feedback to team members to encourage, value and
reward individual and team efforts and contributions
2.4 Develop processes to ensure that issues, concerns and
problems identified by team members are recognised and
addressed
4. Liaise with 3.1 Establish and maintain open communication processes with
stakeholders all stakeholders
3.2 Communicate information from line manager/management
to the team
3.3 Communicate unresolved issues, concerns and problems
raised by team members and follow-up with line
manager/management and other relevant stakeholders
3.4 Evaluate and take necessary corrective action regarding
unresolved issues, concerns and problems raised by internal
or external stakeholders
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.
Reading 1.1, 4.4 ➢ Analyses and interprets textual information from the
organisation’s policies, goals and objectives to establish
team goals or to determine corrective action
Writing 1.2, 2.1, 2.2, 2.4, 4.2, ➢ Prepares written reports and workplace documentation
4.3, 4.4 that communicate complex information clearly and
effectively
Oral 1.1, 2.3, 3.1, 4.1, 4.2, ➢ Engages in discussions or provides information using
Communication 4.3 appropriate vocabulary and non-verbal features
➢ Uses listening and questioning techniques to confirm
understanding and to engage the audience
Navigate the 1.1, 2.1, 2.2, 3.3 ➢ Understands how own role contributes to broader
world of work organisational goals
➢ Modifies or develops policies and procedures to achieve
organisational goals
Interact with 1.1, 1.3, 2.2, 2.3, 3.1, ➢ Selects and uses appropriate conventions and protocols
others 3.2, 4.2, 4.3 when communicating with diverse stakeholders
➢ Uses interpersonal skills to gain trust and confidence of
team and provides feedback to others in forms that they
can understand and use
➢ Adapts personal communication style to build positive
working relationships and to show respect for the opinions,
values and particular needs of others
➢ Plays a lead role in situations requiring effective
collaboration, demonstrating high level conflict resolution
skills and ability to engage and motivate others
Get the work 1.2, 2.1, 2.2, 2.4, 3.2, ➢ Develops, implements and monitors plans and processes to
done 4.1, 4.3, 4.4 ensure team effectiveness
➢ Monitors and actively supports processes and
development activities to ensure the team is focused on
work outcomes
➢ Plans for unexpected outcomes and implements creative
responses to overcome challenges
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Assessment Requirements
Performance Evidence
Knowledge Evidence
To complete the unit requirements safely and effectively, the individual must:
➢ Explain how group dynamics can support or hinder team performance
➢ Outline strategies that can support team cohesion, participation and performance
➢ Explain strategies for gaining consensus
➢ Explain issue resolution strategies.
Assessment Conditions
Links
9
Housekeeping Items
Your trainer will inform you of the following:
➢ Where the toilets and fire exits are located, what the emergency procedures are and
where the breakout and refreshment areas are.
➢ Any rules, for example asking that all mobile phones are set to silent and of any security
issues they need to be aware of.
➢ What times the breaks will be held and what the smoking policy is.
➢ That to get the most out of this workshop, we must all work together, listen to each
other, explore new ideas, and make mistakes. After all, that’s how we learn.
o Smile
o Be on time
Objectives
➢ Discover how to establish team performance plan
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1. Establish team performance plan
1.1 Consult team members to establish a common understanding of team purpose, roles,
responsibilities and accountabilities in accordance with organisational goals, plans and
objectives
1.2 Develop performance plans to establish expected outcomes, outputs, key performance
indicators (KPIs) and goals for work team
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1.1 - Consult team members to establish a common understanding of team
purpose, roles, responsibilities and accountabilities in accordance with
organisational goals, plans and objectives
Consultation may refer to: Accountabilities may refer to:
➢ In their book “The Wisdom of Teams” Katzenbach and Smith make the point that the
word team conveys different things to different people. Some people think of a
sporting situation where personal bests and winning no matter what are important.
➢ Others consider teamwork values such as sharing, co-operating and helping one
another as essential to a team effort. Teams could be formed by as few as two people
and often marriage is referred to as a partnership or a team.
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Examples may include:
➢ Addressing particular customer feedback
➢ Conceiving and implementing a particular project
➢ Developing new services or products
➢ Generating ongoing ideas within the work unit
➢ Improving budgetary performance
➢ Improving or changing work conditions
➢ New ideas that impact beyond the workplace (e.g. That have a broader social or
community impact)
➢ Are they simple, clear and measurable if not measurable, can their achievement be
determined
➢ Do all members agree with the goals, their relative importance and the way in which
their achievement will be measured
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Activity 1a
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Roles, responsibilities and accountabilities
Roles
➢ Sometimes roles evolve over time to meet the needs of the team as necessary.
➢ One method is to ‘democratically’ brainstorm’ a list that covers the A-Z and then select
each item to ensure each team member has a clear understanding and feels
comfortable with the suggested role
Responsibilities
Communicate responsibilities
Most of us are familiar with what teams are however we are imprecise in our thinking about them.
➢ For that reason it is useful to get a clear understanding of what a team is and is not.
This can provide useful insights into how to strengthen the performance and innovation
of your team.
Examples
➢ What are we supposed to do?
Accountabilities
A sense of mutual accountability
➢ Mutual accountability creates a team; until this is present the group will remain simply
that, a group.
➢ This accountability underpins two critical aspects of teams, commitment and trust.
➢ By holding yourselves accountable to the team goals you earn the right to have a say in
the team activities or functional performance and receive a fair hearing when doing so.
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➢ This in turn creates trust between participating team members.
Activity 1a continued...
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1.2 - Develop performance plans to establish expected outcomes, outputs, key
performance indicators (KPIs) and goals for work team
Performance plans may refer to:
Performing
The team is functioning well and producing measurable outcomes.
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W.I.S.H Team Review
➢ The W.I.S.H Team Review process is a way to analyse your team that gives you a
realistic view of where your team work is situated, at this point in time.
➢ This process is an invaluable planning tool when it comes to growing and developing
your team to the next level.
➢ HOW - Now that you have a strategy – HOW are you going to
implement it into your team environment?
Identify strengths and weaknesses of team against current and expected work
requirements
➢ Does each member have the potential in all three categories to advance his or her skills
to the level required by the team’s purpose and goals?
➢ Are the skill areas that are critical to team performance missing or underrepresented?
➢ Are the members, individually and collectively, willing to spend time to help themselves
and others learn and develop skills?
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Truly meaningful purpose
➢ Does it constitute a broader, deeper aspiration than just near term goals?
➢ Do all members understand and articulate it the same way? And do they do so without
relying on ambiguous abstractions?
➢ Your skills
➢ Your communication
➢ Your abilities
➢ Your compatibility
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Activity 1b
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1.3 - Support team members in meeting expected performance outcomes
Support may include:
➢ Coaching
➢ Mentoring
➢ Meetings
o Collaborative
o Fair
o Fun
o Hardworking
External stimuli can also mean using and seeking advice from subgroups within a team.
➢ Team empowerment
➢ Interaction between different work groups and colleagues outside of the team
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➢ Problem solving and decision-making skills: Teams must be able to make decisions
and identify the onset of a problem or opportunity, evaluate the opportunity and
decide on an appropriate course of action. Team members usually possess some
level of these skills and develop them more on the job.
Most team members will react positively to communicating responsibilities within a team if you:
➢ Are specific with enough detail to be clear
➢ Provide a responsibility that is measurable using quantitative goals when available such
as milestones
➢ Ensure they are attainable and realistic in terms of their own control, timeframe, and
resources available
➢ Communicate responsibilities that are both reasonable and realistic in terms of what
can really be achieved
➢ Give time-based goals that set dates for achieving milestones, results, completion
Most importantly, provide encouragement for team members to stretch beyond the norm and have
challenging responsibilities to achieve beyond the current levels, raise the bar.
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Activity 1c
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2. Develop and facilitate team cohesion
2.1 Develop strategies to ensure team members have input into planning, decision making and
operational aspects of work team
2.2 Develop policies and procedures to ensure team members take responsibility for own work
and assist others to undertake required roles and responsibilities
2.3 Provide feedback to team members to encourage, value and reward individual and team
efforts and contributions
2.4 Develop processes to ensure that issues, concerns and problems identified by team
members are recognised and addressed
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2.1 - Develop strategies to ensure team members have input into planning,
decision making and operational aspects of work team
Team cohesion
➢ Team cohesion goes hand in hand with team building
➢ The challenge is maintaining the cohesion or the reason the team has come together
Such activities would include setting out clear common goals and strategies to achieve and maintain
this.
Clarification of roles and expectations ➢ Teams range in size from two to twenty five people
however the majority of effective teams have
averaged about ten people.
➢ Some organisations have teams numbering fifty or
more however, these are usually broken into smaller
units or sub teams
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Long-term or short-term plans Is your team willing to get involved with new ideas and to be
factoring in opportunities for team part of a team environment to maybe question what has
input been in place for some time?
The cynics
Training and development activities ➢ Put staff training into context and understand its role
clearly
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Strategies
As discussed earlier in this session, it has been found that using a “process” such as a planning tool will
focus attention when it comes to growing and developing your team to the next level.
You can include several areas such as decision making and operational aspects of the work team on
which to base your ‘strategic’ planning.
How - Now that you have a strategy – how are you going to implement it
into your team environment?
Example
Decision making
Operational aspects
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2.2 - Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake required roles and
responsibilities
Policies and procedures allow the organisation to systematically review and improve the quality of
workgroups and teams.
The development of policies and procedures are generally handled the same way as the initial team
establishment strategy.
Policy
➢ A policy is a guiding organisational principle used to set some form of direction
Procedure
➢ A procedure is a particular way of accomplishing something, e.g., that which is
contained within a ‘policy’
➢ To be effective, it should be designed as a series of logical steps to be followed and
reviewed
➢ A procedure would likely have an approach or cycle to accomplish an end result
Procedures are also promoted during evaluations or assessments and should be reiterated and
discussed regularly to ensure they remain relevant.
Copies of policies should be easily accessible to the workforce via your website or other electronic
sources such as intranet accessible data bases
Examples
➢ Company websites
➢ By email
➢ Blogs
➢ Formal meetings
➢ During induction
➢ Conferences
Policies and procedures may refer to:
➢ Organisational guidelines and systems that govern operational functions
➢ Procedures that detail the activities that must be carried out for the completion of
actions and tasks
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➢ Standard operating procedures
As a living document procedures, created from a policy, will need on-going review and updating.
➢ Identify any gaps in policies and procedures or changes to internal or external factors,
by encouraging a regular review of the current policies and procedures.
➢ Undertake workgroup research to ensure best practice ideals are being met and consult
with the organisations stakeholders to gain agreement on policies and procedures.
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Activity 2a
30
2.3 - Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
Constructive feedback usually consists of comments from others who are familiar with the work and
efforts of the teams in question
➢ Feedback is encouraged and should be made with the intention of assisting team
members to improve or make informed changes
➢ Consider the following as well as your own experiences or workplace actions by others
31
Use qualitative or quantitative measurement of feedback
➢ Do not include personal perspectives of the manager and the person being reviewed
32
Value constructive feedback
➢ Establish personal reward programs but only if appropriate and complies with
organisational policies and standards
Team members not only cooperate in all aspects of their tasks and goals, they share in what are
traditionally thought of as management functions, such as planning, organising, setting performance
goals, assessing the team's performance, developing their own strategies to manage change, and
securing their own resources.
➢ Celebrate successes
33
Activity 2b
34
2.4 - Develop processes to ensure that issues, concerns and problems identified
by team members are recognised and addressed
Processes may refer to:
➢ Brainstorming options with the team for addressing concerns
➢ Distributing drafts for comment with a range of options for resolution of concerns
Develop a process
➢ The purpose of problem analysis and subsequent process development is to find the
main cause of a problem or a concern before that escalates to a more serious or holistic
effect on the team or the organisation.
➢ The process in identifying issues, concerns and problems identified by team members
can be used as a form of mediation or it may be used as feedback in a review.
In most cases, the process to ensure issues are recognised and then addressed is because something
should (correctly) be occurring or happening and not what actually (incorrectly) is currently occurring.
➢ Usually, the process is used when this deviation from the norm is significant or the
cause is not immediately obvious or known
➢ If concerns and problems are immediately known or identified by team members then
this process is not necessary
35
Example - Recognition
E.g., buy time by dealing with the effects of the problem if corrective action is not immediately
possible
Example – Addressing
36
Problem analysis sequence
➢ A brief statement of the problem, identify the object and the deviation in the problem
➢ Specify the problem giving a clear and accurate picture of the deviation
➢ Develop possible causes, look for the unique features of the problem and look for
changes
➢ Test possible cause, check against the picture of the deviation and reject those causes
which fail to explain the problem completely
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Activity 2c
38
3. Facilitate teamwork
3.1 Encourage team members and individuals to participate in and to take responsibility for team
activities, including communication processes
3.2 Support the team in identifying and resolving work performance problems
3.3 Ensure own contribution to work team serves as a role model for others and enhances the
organisation's image for all stakeholders
39
3.1 - Encourage team members and individuals to participate in and to take
responsibility for team activities, including communication processes
Teams
“A small number of people with complementary skills who are committed to a common purpose,
performance goals and approach for which they hold themselves mutually accountable”
Small number Teams range in size from two to twenty five people however the majority of
effective teams have averaged about ten people. Some organisations have teams
numbering fifty or more however, these are usually broken into smaller units or
sub teams. The reason for this is that larger numbers of people have trouble
communicating effectively, often disagreeing on specific actions and outcomes.
Ten people are far more likely to work through their differences, agree to a
common approach or plan and implement that plan. The simple logistics of a
team larger than ten meeting is a complication.
Complementary Teams must develop the appropriate mix of skills to complete the tasks assigned
skills to that group. These skill requirements fall into three categories:
Interpersonal Skills:
Skills which enable effective communication and management of any conflict
arising will enable the team to develop common understandings of purpose and
function. This could include risk taking, helpful criticism, objectivity, active
listening, giving the benefit of the doubt, support and or recognising the needs of
others.
A team simply won’t work without these basic skill components. The challenge for
any team though is to strike the right balance between selection based on existing
skills and those, which might be developed as a result of team membership.
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Committed to a A team’s purpose and its performance are closely related.
common
purpose and Without a common purpose a team will quickly break apart and operate as a
performance collective of individuals or smaller teams.
goals
A common, meaningful purpose sets the tone and aspiration.
Most teams shape their direction and purpose based on an external demand or
opportunity. For example, management assigns a task, which must be completed
by the assembled group.
Usually though some form of direction from management creates the momentum
for the team to begin operating. Groups that fail to operate effectively as teams
have usually failed to develop a common purpose that is owned by the team.
This usually means that no measurable goals and outcomes have been formulated
by the team.
Encourage team members and individuals to participate in and to take responsibility for team
activities:
➢ Teams need to develop a clear working approach to ensure they work together to
accomplish their purpose. It is almost as important to develop their preferred working
style as it is to formulate team goals.
➢ In formulating an approach the team must take into account the social as well as
economic and administrative details.
➢ The next step is for team members to agree on who in the team will perform specific
jobs, how schedules will be adhered to, what skills will need to be developed, how the
group will make and modify decisions and how continuing membership will be earned.
➢ These roles evolve over time to meet the needs of the team as necessary.
41
A sense of mutual accountability
Mutual accountability creates a team; until this is present the group will remain simply that, a group.
This accountability underpins two critical aspects of teams, commitment and trust. By holding ourselves
accountable to the team goals we earn the right to have a say in the team activities or functional
performance and we receive a fair hearing when doing so. This in turn creates trust between
participating team members.
Communication
Improve
➢ The quality of communication you have within your team.
Strategy
➢ Implement a regular communication process.
How?
1. Each Tuesday morning have a meeting to cover key issues relating to your team direction and
team goals
2. Then, as of next month, conduct a personality analysis, so that people can get a better
understanding of their peers
3. Organise a document folder of information that relates to your team to be placed in a central
location or online through the office intranet or on each computer
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3.2 - Support the team in identifying and resolving work performance problems
➢ Identify the performance problem
➢ Discuss the problems with the team members and support them in identifying what
they think about the issues.
➢ Ask them for suggestions on possible solutions and if possible give them the
responsibility of implementing the agreed solutions.
➢ Do not assume that any one person on the team is at fault until you and the team have
had sufficient time in discussion.
➢ Identify the reasons that may have caused this lack in performance and find solutions
to it.
➢ After identifying the problem and discussing a suitable solution, it is time to take action
in solving the problem.
➢ Create a plan to implement the solution and regularly revisit the team to either check
milestones or make further changes if necessary.
➢ Give support to your team members to understand the issues and overcome them.
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Activity 3a
44
3.3 - Ensure own contribution to work team serves as a role model for others
and enhances the organisation's image for all stakeholders
Stakeholders may include:
➢ Board members
➢ Funding bodies
➢ Work team
Stakeholders
A stakeholder is any person or party with a vested interest in an organisation.
➢ Stakeholders can be both internal and external.
➢ A key stakeholder can greatly influence what you achieve or don't achieve.
➢ They can also be support services, product and service providers, sponsors, media,
transport authorities, police or other services.
➢ It is a broader definition than a customer who is someone who pays you to deliver a
service.
45
Activity 3b
46
4. Liaise with stakeholders
4.1 Establish and maintain open communication processes with all stakeholders
4.3 Communicate unresolved issues, concerns and problems raised by team members and follow-
up with line manager/management and other relevant stakeholders
4.4 Evaluate and take necessary corrective action regarding unresolved issues, concerns and
problems raised by internal or external stakeholders
47
4.1 - Establish and maintain open communication processes with all
stakeholders
➢ As with all open communication it is critical to be honest and constructive to reduce the
potential of rumours or misunderstandings.
As already mentioned, a stakeholder can be anyone connected with or having an interest in your
organisation, so, as such it is inevitable that stakeholders with a vested interest will have differing views
and outlooks, different priorities and certainly in the case of non-paid stakeholders a different levels of
interest.
➢ There will be different objectives existing between the team and the stakeholder that
may lead to conflict, ambiguities, and power struggles.
➢ Position your communication with stakeholders as such that they will value the
intended business result.
Consider these options and detail the advantages or disadvantages as you see them
Advantages Disadvantages
48
Establish open communication processes
Use a strategic approach when communicating with stakeholders:
➢ Ensure the communication is two-way and offer stakeholders the opportunity to ask
questions and provide their opinions
➢ Create a cooperative framework between the team and the stakeholders minimising
any perceived gaps in communication intent such as addressing policies, management
decisions and organisation actions
➢ Establish the needs and wishes of stakeholders before selecting the best methods for
communication
➢ Establishing the right dialogue processes e.g., face to face, internet, phone, email or
other method with the stakeholders to ensure efficiency and accuracy
➢ Ensure the stakeholders are aware of relevant issues of importance and not caught off
guard
In developing your communication strategy consider the organisations policy that supports this
➢ When communicating information ensure that it is consistent, understandable and
delivered in timely manner.
➢ Anything that is in the organisation policy which prohibits this, would be seen as an
obstacle to good communication and may contain pitfalls.
49
➢ Poor timeline or time management
➢ Breaches in confidentiality
➢ Information overload
➢ Poor standards or incomplete data that will not suit your required information quality
In order to ensure, as much as possible, your communication strategy is effective consider the following:
➢ Concise
50
Activity 4a
51
4.2 - Communicate information from line manager/management to the team
Line manager/management may refer to:
➢ Chief executive officer
➢ Direct superior
52
Activity 4b
53
Communicate information from line manager/management to the team
➢ The single most important observation is that the objective of communication is not the
transmission but the reception.
➢ The whole preparation, presentation and content of communication in any format must
therefore be geared not to the speaker but to the recipient.
FEEDBACK
➢ Make sure your team is aware of the objectives of the overall business and that the
team’s objectives help make the business objectives successful
➢ Each team member should understand how their role enables the business to meet
those objectives.
➢ Link your communication to where the objectives commence not half way
➢ Ask your management how and how often they want communication from and to your
team
54
Team communication plan
Example
Delivery
Deliverable Description Frequency Owner Audience
Method
Reports Status report Regular Meeting Monthly Manager Teams, A,B
update
55
Activity 4b continued
56
4.3 - Communicate unresolved issues, concerns and problems raised by team
members and follow-up with line manager/management and other relevant
stakeholders
4.4 - Evaluate and take necessary corrective action regarding unresolved issues,
concerns and problems raised by internal or external stakeholders
➢ Taking a holistic view of communicating unresolved issues, concerns or problems raised
by team members is not too dissimilar to making assessments of risk.
➢ Although unresolved issues and risks are not quite the same thing, the nature of both is
largely unknown before you begin.
➢ With risks, you usually have a general idea in advance that there is a cause for concern,
whereas with an issue, especially those that are unresolved or emanating from other
already solved issues, tend to be less predictable
This is essential so you can track the concerns and problems raised by team members and to ensure you
have communicated with or assigned responsibility to the right people in order to resolve them.
You might like to classify or use organisational categories to identify the unresolved issues, concerns
or problems, for example:
➢ Technical – areas relating to functionality or performance
57
It is then helpful to identify where the issue was discovered
➢ Timing – discover when the issue was identified
➢ List risks and what would happen if the particular issue or concern
was left uncommunicated or unresolved.
o High priority – A critical issue that will have a high impact on the team success
and has the potential to cause a major concern or other established risk impact.
Assignment/ownership
➢ Determine who is responsible for communicating the issue, especially the phase of
follow-up with line manager/management and other relevant stakeholders.
➢ This person/s may or may not actually implement a solution (if a solution is in fact
needed) but would be responsible for tracking progress.
➢ As mentioned earlier, this communication may simply need an email or other form of
speedy resolution or maybe it is a longer process?
➢ Set in place a similar follow-up date with line manager/management and other relevant
stakeholders.
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Activity 4c
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Skills and Knowledge Activity
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Nearly there...
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Congratulations!
You have now finished the unit ‘Lead and manage team effectiveness’
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References
These suggested references are for further reading and do not necessarily represent the
contents of this learners guide
➢ Virtual Team Success: A Practical Guide for Working and Leading from a Distance [Hardcover],
Richard Lepsinger (Author), Darleen DeRosa (Author)
➢ Team Effectiveness and Decision Making in Organizations (J-B SIOP Frontiers Series) [Hardcover],
Richard A. Guzzo (Author), Eduardo Salas (Author)
➢ Group Cohesion, Trust and Solidarity (Advances in Group Processes) [Hardcover], S.R. Thye
(Author), E.J. Lawler (Author)