Following my LPM
journey, this is the 5th and second last module.
Support achievement
of result has a lot of links with the support team module.
Interpret and
implement team plan
Companies have
mission statements, vision statements, corporate, department and
individual goals. These are usually blended together to ensure that
everyone in the organisation is moving in the same direction. If the
goals are not compatible, groups or individuals in the company start
pulling in different directions and the overall progress of the
company is affected.
As a team leader,
one need to communicate the objectives that the team needs to achieve
on a daily basis. Then you coach them to accomplish them. Ensuring
that these daily objectives are achieved is part of a long term plan
and essential to being an effective leader.
When the goals of
the company, team and the individual are focused in the same
direction, they are more likely to be achieved. When everyone is
moving in the same direction it is more satisfying and productive.
Setting Goals
Having a goal, is
the first step. Next, step is to plan on how to achieve it. Using
the example above, the company would need to develop a number of
steps to achieve that goal.
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S Specific
and clear. The objective is identified
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M Measurable.
There is some form of measurement built in.
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A Achievable.
The team has the capacity to achieve it.
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R Realistic.
The goal must be within the capabilities of the team.
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T Time
related. There is a defined time frame to achieve the goal.
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Develop a Team Plan
and the Member's Roles
1. Leader could
let the group decide for themselves. If all members have worked
together before and are aware of individual strengths, this could
work well.
2. People could
choose their own role. There may be issues of authority or skill
that could impact on their effectiveness in their chosen role.
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KSA model is a
competency model of individual. KSA include Knowledge, Skills and
Abilities (also called KSAs model) that an applicant must have to
perform successfully in the position.
Knowledge is body of
information needed to perform a task.
Identifying Team Tasks
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state the goal
to be addressed
list the tasks
required to achieve that goal
group similar
tasks under one heading (For example, inventory control)
determine the
resources needed to complete each task
define the role,
responsibility, authority and accountability for each task
allocate team
roles to the appropriate people.
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Responsibility,
Accountability and Authority
responsibility,
what tasks they must do
accountability,
what results they must achieve
authority, how
much power they have to achieve the goals
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The RASCI matrix
1.
Physiological Needs
2. Security Needs
3. Social Needs
4.
Esteem Needs
5. Self-actualizing Needs
Dominant/ Motivator
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Characteristics
of This Person
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Achievement
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Has a strong
need to set and accomplish challenging goals.
Takes
calculated risks to accomplish their goals.
Likes to
receive regular feedback on their progress and achievements.
Often likes to
work alone.
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Affiliation
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Wants to belong
to the group.
Wants to be
liked, and will often go along with whatever the rest of the
group wants to do.
Favors
collaboration over competition.
Doesn't like
high risk or uncertainty.
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Power
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Wants to
control and influence others.
Likes to win
arguments.
Enjoys
competition and winning.
Enjoys status
and recognition.
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Organisation
Analysis
Operational Analysis
Person Analysis
Competing is
assertiveness and uncooperative- -an individual pursues his own
concerns at the other person’s expense. This is power-oriented
mode, in which ones uses whatever power seems appropriate to win
one’s own position- -“standing up for your rights, defending a
position when you believe is correct, or simply trying to win.
Accommodating is an
unassertive and cooperative—the opposite of competing. When
accommodating, an individual neglects his own concerns to satisfy
the concerns of the other person, there is an element of
self-sacrifice in this obeying another person’s order when one
would prefer not to, or yielding to another’s point of view.
Avoiding is
unassertive and uncooperative—the individual does not immediately
pursue his own concerns or those of the other person. He does not
address the conflict. Avoiding might take the form of
diplomatically sidestepping an issue, postponing an issue until a
better time or simply withdrawing from a threatening situation.
Collaborating is
both assertive and cooperative—the opposite of avoiding.
Collaborating involves an attempt to work with the other person to
find some solution which fully satisfies the concerns of both
persons. It means digging into an issue to identify the underlying
concerns of the two individuals and to find an alternative which
meets both sets of concerns. Collaborating between two persons might
take the form of exploring a disagreement to learn from each other’s
insights, concluding to resolve some condition which would otherwise
have them competing for resources, or confronting and trying to find
a creative solution to an interpersonal problem.
Compromising is
intermediate in both assertiveness and cooperativeness. The
objective is to find some expedient, mutually acceptable solution
which partially satisfies both parties. It falls on a middle ground
between competing and accommodating. Compromising gives up more than
competing but less than accommodating. Likewise, it addresses an
issue more directly than avoiding, but doesn’t explore it in as
much depth as collaborating. Compromising might mean splitting the
difference, exchanging concessions or seeking a quick middle-ground
position.
- Manage Differences
without Conflict or Argument
- Transform “you
against me” to “us against the problem
- Deal with the
issue, not the relationship
- Keep rapport, even
when it’s impossible to resolve the issues
B .:"Thanks
Boss for letting me know, I understand that you may experience me
that I am not part of the team."
A: "Well, I want you to
collaborate with other better and offer help for the new people."
A.:
"Sure, that would be useful."
A: "Well, you are
very experienced on this field, it would help to achieve better
result."
The
basic steps that are common in all the processes of management by
objective (MBO) are:-
- (i) The overall objectives related with the
job of subordinates.
- (ii) The key results which must be achieved
by the subordinate to fulfill his objectives.
- (iii) The long term
and short term priorities, a subordinate needs to adhere to.
- (iv.)
The extent and scope of assistance expected by a subordinate from his
superior and other departmental managers and also the assistance, the
subordinates is required to extend to other departments of his
organizations.
- (v.) Nature of information and the reports receive
by the subordinate to carry out self evaluation.
- (vi.) The
standards use to evaluate the performance of the
subordinate.
Performance Management Process
Formal Performance
Appraisals are generally conducted annually for all staff in the
organisation. Each staff member is appraised by their line
manager. Annual performance appraisals enable management and
monitoring of standards, all parties to agree expectations and
objectives, establish individual training needs and enable
organisational training needs analysis and planning.
Performance appraisals data feeds into organisational annual pay and
grading reviews, and coincides with the business planning for the
next trading year.
For goals to be
useful they must be clear, specific and understood. For example a
goal "To be more profitable" is not very useful
because it does not identify what profitable means or when it should
happen by.
A more useful goal
would be to:
"Increase the
sales of X brand televisions by 10% by the end of this financial
year"
S M A R T is a
common acronym used to describe setting goals or objectives.
Once the goal is
set, the next step is to determine how to get there and what role
each person will play. In this step it is important that all team
members have the same understanding of what is to be achieved and who
is responsible for achieving it.
Developing a team
plan sets a clear direction for the team. As part of this process you
need to define the role that each team member will play. This shows
each person how they can contribute to achieving the goal. In this
process it is important to develop clear areas of responsibility,
provide adequate resources and ensure that each person is accountable
for their actions.
There are many ways
to define these roles depending on the maturity and experience of the
team.
3.Leader can also
make decision on who does what. If so, it's a good idea to explain
why the roles are delegated as they are, so team members understand
the reason for the decision.
Leader can also use
the KSA Model
- Human Resources
Knowledge include knowledge of personnel recruitment, selection,
training, compensation and benefits, labor relations and negotiation,
and personnel information systems.
- Skills are the
proficiency to perform a certain task. Skill in operating
computer peripherals such as printers.
- Abilities are an
underlying, enduring trait useful for performing tasks. For example, oral
comprehension – the ability to listen to and understand information
and ideas presented through spoken words and sentences.
A the leader has
decided what to be achieved and who will fill what roles in the team,
leader must itemize the tasks that need to be completed. It is a good
idea to involve the team in this so everyone has some input and
understanding of what is involved. The overall process for this is as
follows:
After the roles have
been allocated, the next step is to ensure that everyone knows what
they can and can't do. They need to understand their role in terms of
their:
Clearly identifying
these levels is critical to the success of the team and is a
reflection of your effectiveness as a leader.
Ensure that a
person's role is suited to their skills and that their level of
authority is equal to their levels of responsibility and
accountability. Dissatisfaction can quickly develop if a person has
high levels of responsibility with little authority to get the job
done.
For this, leader can
use Rasci table
The RASCI matrix is
a useful tool for defining the roles and to determine the tasks,
responsibilities and authority of the development group members. The
names or functional roles of the development group members are listed
along the horizontal axis of the matrix and the deliverables,
activities or processes along the vertical axis. The letters R, A, S,
C and I each constitute a combination of a name/role and
result/process/task. The letters stand for the following terms:
- R (responsible):
those who do the work and are responsible for the result. They report
directly to the person accountable.
- A (accountable):
the one ultimately responsible and authorised to hold accountable
those responsible.
- S (supportive):
those who provide support and assistance to those responsible for the
result.
- C (consulted):
those whose opinions are sought before decisions or steps are taken
to achieve the result (two-way communication).
- I (informed):
those who are informed after decisions have been made or results have
been achieved. They have no influence over the result.
Manage and reward
team performances
Before managing team
performances, leader need to understand the need of the staffs/team.
Leader can use the maslow need and McClelland need.
Maslow
These include the
most basic needs that are vital to survival, such as the need
for water, air, food, and sleep. Maslow believed that these needs are
the most basic and instinctive needs in the hierarchy because all
needs become secondary until these physiological needs are met.
Most of these lower
level needs are probably fairly apparent. We need food and water to
survive. We also need to breath and maintain a stable body
temperature. In addition to eating, drinking, and having adequate
shelter and clothing, Maslow also suggested that sexual reproduction
was a basic physiological need.
These include the
needs for safety and security. Security needs are important for
survival, but they are not as demanding as the physiological needs.
Examples of security needs include a desire for steady employment,
health care, safe neighborhoods, and shelter from the environment.
The needs become a
bit more complex at this point in the hierarchy. Now that the more
basic survival needs have been fulfilled, people begin to feel that
they need more control and order to their lives. A safe place to
live, financial security, physical safety, and staying healthy are
all concerns that might come into play at this stage.
These include needs
for belonging, love, and affection. Maslow described these
needs as less basic than physiological and security needs.
Relationships such as friendships, romantic attachments, and families
help fulfill this need for companionship and acceptance, as does
involvement in social, community, or religious groups.
After the first
three needs have been satisfied, esteem needs becomes increasingly
important. These include the need for things that reflect
on self-esteem, personal worth, social recognition, and
accomplishment.
At this point, it
become increasingly important to gain the respect and appreciation of
others. People have a need to accomplish things and then have their
efforts recognized. People often engage in activities such as going
to school, playing a sport, enjoying a hobby, or participating in
professional activities in order to fulfill this need.
Satisfying this need
and gaining acceptance and esteem helps people become more confident.
Failing to gain recognition for accomplishments, however, can lead to
feelings of failure or inferiority.
This is the highest
level of Maslow’s hierarchy of needs. Self-actualizing people
are self-aware, concerned with personal growth, less concerned with
the opinions of others, and interested fulfilling their potential.
A Key
Performance Indicator (KPI) is
a measurable value that demonstrates how effectively a company is
achieving key business objectives. Organizations use KPIs to evaluate
their success at reaching targets. After setting KPI,one can evaluate
if any training needed. Model to be used can be Training needs
analysis
The organisation
analysis allows you to view the performance of the organisation. It
is interesting to note that whilst this analysis does not indicate a
specific training need of an individual it can highlight performance
problems in specific departments within the organisation.
The following areas
will assist in your analysis:
At the operational
analysis you will be concerned with what Knowledge, Skills and
Abilities are required to perform certain jobs/tasks.
This information can
be gained through:
This is where you
analyse how well the team or individual performs the task/job. Again
a range of tools are available to evaluate the extent of teams and
individuals skills, knowledge and abilities. These include:
Being a leader, one
need to have good negotiation skill. Below is the Thomas killman
model.
In giving feedback
for during session, leader should be objective and not
subjective.Throwing out the feedback is also important as part of
communication.
Effective feedback
process (both giving and receiving) has 4 objectives:
So
here is a simple, process using the example above to effectively
receive feedback and problem solve for WIN-WIN. Also please remember,
it's not only 'what' you say but also 'how'
you say matter a lot, try to use a GPS voice in such communication -
totally calm and neutral, just like the GPS.
1. Validate
the other person's opinion -
validating does not mean agreeing, it's simply connecting.
A : "I want to
tell you that you are not a teamplayer"
2.
Identify Criteria:
Don't ask the "why" question, don't talk about the past,
focus on the future and try to connect with what's important to the
other person
B: " So tell
me, what needs to happen that you would consider me as a team
player?"
3.
Paraphrase: Clarify
the issues, keep flushing out his need
B.: "So what
you are saying is you would consider me as a team player if I was
more active with new people and offer help?"
4.
Identify Need, Dig
for implication and consequences.
B. "Why is my
help so important to you, what would it mean to the team?"
5.
Share & Solve -
here you explain your situation and invite solution (don't offer,
invite)
B: "That's
great, however my situation is that I am running multiple projects
and have kids to pick up right after work so my time is extremely
limited. What can we do / What do you suggest we do so you
would sense me as more of a team player and I would still be able to
successfully juggle work and family without burning out?"
That's it - the
beauty of this process its simplicity. from you against me to us
against the problem.
Monitor
implementation of team plans
Using model of
Manage by objective, leader can manage the team performance.
What
are the steps involved in the process of MBO?
1.
Central goal setting: defining
and verifying organizational objectives is the first step in MBO
process. Generally these objectives are set by central management of
the organization but it does so after consulting other managers.
Before setting of these objectives, an extensive assessment of the
available resources is made by the central management. It also
conducts market service and research along with making a forecast.
Through this elaborate analysis, the desired long run and short run
objectives of the organization are highlighted. The central
management tries to make these objectives realistic and specific.
After setting these goals it is the responsibility of the management
that these are known to all members and are also under stood by them.
2.
Development and individual goal setting : After
organization objectives are established by the central management,
the next step is to establish the department goals. The top
management needs to discuss these objectives with the heads of the
departments so that mutually agreed upon objectives are established.
Long range and short range goals are set by each department in
consultation with the top management. After the department goals are
established, the employees work with their managers to establish
their own individual goals which relate with the organization goals.
These participative goals are very important because It has been seen
that employees become highly motivated to achieve the objectives
established by them. These objectives for individuals should be
specific and short range. These should indicate the capability of the
unit of the individual. Through this process all the members of the
organization become involved in the process of goal setting.
3.
Revision of job description : In
the process of MBO resetting individual goals involves a revision of
job description of different positions in the organization which in
turn requires the revision of the entire structure of the
organization. The organization manuals and charts may also have to be
modified to portray the changes that have been introduced by the
process of MBO. The job description has to define the objectives,
authority and responsibility of different jobs. The connection of one
job with all other jobs of the organization also needs to be
established clearly.
4.
Matching goals : The
establishment of objectives can not be fruitful unless the resources
and means required to achieve these objectives are provided.
Therefore the subordinates should be provided required tools and
materials which enables them to achieve the objectives efficiently
and effectively. Resource requirements can be measured precisely if
the goals are set precisely. This makes the process of resource
allocation relatively easy. Resource allocation should be made after
consulting the subordinates.
5.
Freedom implementation: The
task team of manager and his subordinates should be given freedom in
deciding the way to utilize their resources and the way to achieve
their objectives. There should be very little or no interference by
the seniors as long as the team is working with in the framework of
organization policies.
6.
Establishing check points: The
process of MBO requires regularly meetings between the managers and
their subordinates to discuss the progress achieve in the
accomplishment of the objective established for the subordinates. For
this purpose the mangers need to establish the standards of
performance or check points to evaluate the progress of their
subordinates. These standards need to be specified as for as possible
quantitatively and it should also be ensured that these are
completely understood by the subordinates. This practices needs to be
followed by all managers and these should lead to an analysis of key
results has the targets are represented in terms of the results. The
analysis of key results should be recorded in writing and it
generally contains information regarding :
7.
Performance appraisal : An
informal performance appraisal is generally conducted in routine by
the manager, a periodic review of performance of the subordinates
should also be conducted. Periodic reviews are required as the
priorities and conditions change constantly and need to be monitored
constantly. These reviews help the mangers as well as the
subordinates to modify the objectives or the methods whenever
require. This significantly increases the chances of achieving the
goals and also ensures that no surprises are found at the time of
final appraisal. Periodic performance appraisal needs to be based on
measurable and fair standards so that these are completely understood
by the subordinates and there are also aware of the degree of
performance required at each step.
