Improving Team Performance
Method
The framework used by SMC Ltd to evaluate, understand and improve the influences on team performance and dynamics is a comprehensive form of gap analysis. Firstly, the current position is analysed with reference to the organisation’s position, the personalities of the individual team members and their preferences and a review of the current business context. Secondly, the target or desired team behaviour is analysed. A review is conducted of the requirements, aspirations and expectations of groups including; the customer, the management, other supporting functions and individual team members. The third element of the framework involves assessing the behavioural gaps and producing an action plan or guidance on how to align this conflict.
SMC Ltd use a number of analysis tools mainly, although not exclusively, Belbin Team Role Theory and the Leadership Style evaluation Myers Briggs. The selection of the most appropriate tool is based on the business context and the clients’ aims.
Belbin Team Role Theory: Meredith Belbin is acknowledged as the father of team role theory. As a result of research, carried out in the 1970s, at Henley Management College on the operation of business teams, he identified the set of roles which are necessary for a successful team. Meredith Belbin’s work is covered in two publications;
- Management teams: why they succeed or fail.
- Team roles at work.
Team roles are defined by Belbin as "a pattern of behaviour characteristics of the way in which one team member interacts with another where his performance serves to facilitate the progress of the team as a whole".
The essence of his theory is that whether team is likely to a success or failure can be predicted by understanding the work style preferences of the individual team members. Therefore a team’s ability to deliver a desired level of performance i.e. be a success, can be predicted from this analysis. The analysis will therefore identify shortcomings in potentially unsuccessful teams and can be used to improve performance by highlighting where the team dynamics need to be changed. These recommendations often focus on the importance for individuals within the team to understand the roles that others play; how they should act within the team and when and how to let another team member take over.
In addition to the effective management of teams, excellent managers have the ability to adapt their leadership style and take differing approaches depending on the situation. They find ways to inspire and influence groups of individuals and multiple teams towards the successful completion of common objectives. Myers Briggs Type Indicator is an analysis and coaching tool developed to provide managers with an insight into this area. Myers Briggs Type Indicator is the operational model of leadership style based on the psychological research and work of Carl Jung. The use of this analysis tool provides a manager with an understanding of leadership style and the appropriateness of different approaches depending on the situation and the desired outcome.
posted on 05 Jun 2008