2. Objectives
PWC Influencing model
An effective Leader | Team, task and individual model
Understanding your team | Belbin
Ladder of perception
Typical team behaviours
Body language and verbal style
Active Listening, feedback and GROW coaching model
Reactions to change and how to support others
Contents
3. 3
The
task
Individual
An effective leader
1. Our usual
conscious
focus is here… 2. …but we need to
ensure that we also
attend to the healthy
functioning of the
team….
3. …and recognise that,
to fully commit, each
of us also needs to be
clear about how we fit
Team
behaviour
Source: John Adair
4. 4
Stages of team development
Impersonal
Guarded
Dependent on leader
Tentative
Establishing expectations
Clarifying roles
Developing skills
Open feedback
Listening
Development processes
Emerging group
identity/cohesion
Goal-focused
Trusting
Very open
Supportive
Inter-dependent
Collaborative
Mutual commitment
1. FORMING
2. STORMING
3. NORMING
4. PERFORMING
Confronting, blaming
Not listening
Rebelling
Reacting
Trying to control
Source: Bruce Tuckman
6. Leadership styles for each stage
6
Norming
Supportive Leadership Style
Coach more – be less directive
Observe how the team is functioning and provide feedback to
encourage independence
Build team knowledge and skills
Revisit team charter if necessary
The team will be ready for more challenge
Start to hand back leadership – trust has grown and the leader feels
comfortable handing leadership back
Delegate decisions
Performing
Challenge Leadership Style
Continue feedback, coaching, delegating decisions and building skills
Reinforce the positive – desirable behaviors and good performance
Stay out of the way – but don’t become laissez-faire
Challenge the team and set the bar high
The team should be sharing leadership and not be dependent on you
Low directive and supportive behaviours needed – get out of their way
Storming
Directive & Supportive Leadership Style
Address conflict
Don’t assign blame
Give feedback to build competence and confidence
Keep team focused on the task
Put “challenge” on the back burner while you sort out team issues
It is detrimental for teams to get stuck in “storming,” It spirals and team
members can become very disruptive. Giving feedback is extremely
important
Forming
Directive Leadership Style
Focus on team goals and objectives
Be clear on roles and responsibilities
Give lots of guidance, direction and information.
Develop a team charter
Emphasize team purpose and values
Describe behavioural norms