Assess your team against the key characteristics of successful teams. Then build and deliver your own development programme. Watch your team grow and enjoy more success.
The benefits
High performing teams mean top level performance, productivity and quality of service. More innovative and creative, they take initiative in improving the service. They collaborate and communicate well on every front—and enjoy higher levels of morale, harmony and motivation. Why not build one or be part of one?
The characteristics
At Accomplice, our research into high performing teams yielded a range of characteristics that contribute to success. We’ve grouped these characteristics into a single framework against which you can audit your team’s stage of maturity. Our framework will portray your team’s strengths and, more importantly, areas for improvement in relation to its:
Position: Your team’s remit should be clear and well understood by all.
- Remit: the team know their remit and have a plan to see it delivered. They understand each other’s roles and priorities;
- Corporate role: the team’s identity and role within the organisation is clear and understood. They are well connected and respected within the organisation; and
- External links: the team seeks and has clear, accessible links to and from external bodies. Members liaise well with them.
Performance: Your team should be performing The Approach now and is set to perform well in the future.
- Delivery: the team has clear measures of success. It knows it delivers and is effective;
- Innovation: the team embraces, supports and evidences appropriate innovation and use of best practice; and
- Leadership: the team leader behaves in ways that support team delivery and development. Team members support the leader in his/her role.
Environment: Your team should have a secure and supportive base from which to deliver.
- Learning: the team learns together and reflects on its performance and practices. It makes plans for improvement;
- Culture: the team, itself, offers a sound and supportive base from which members can deliver. There is a mature approach to resolving difficulties and problems; and
- Well-being: the team values and respects each other and feel good being part of the Team. Stress is generally absent.
Capacity: Your team should have the necessary competencies and resources to deliver its remit
- Team: the team has the right competencies or can access those it required to do their job. They use each other as a resource;
- Individuals within the team know what is expected of them. They feel supported, and are able, to deliver their remit; and
- Resources: the buildings, facilities and equipment, location and work space are available and fit for purpose.
The approach
Take an informal approach, use the framework to take a view on the maturity of your team. Or alternatively, commission the Team Development Audit [TDA] to measure your position (and later, your progress) more objectively.
Our TDA assessment involves completion of a confidential (electronic) questionnaire containing sixty indicators of ‘competence’ by each team member to provide an internal perspective on the team. Rating takes around
thirty minutes.
Ideally a selection of stakeholders should also selected to yield a true ‘360 degree’ perspective. Stakeholders may be from within your organisation, other organisations (providers, commissioners or other agencies) as well as service users, patients, carers and members of the public.
To provide the most robust results, the parties need to answer every question — without reference to other people.
The generic TDA questionnaire can also be customised to your situation. For example, incorporation of indicators specific to your team—their tools, area of technical expertise etc.
The questionnaire may also be supplemented by confidential interviews or focus groups (with team members and stakeholders) to lend more qualitative information or understanding to aspects of team working.
The results are analysed, charted and relayed to the Team for validation. This is usually provided as part of a team event which concludes with the construction of a development plan prioritising areas for action.
The final report would normally include:
- A note of the methodology including any unique issues to be considered in interpretation;
- Textual and graphical portrayal of the emergent strengths of the team—and areas of development; and
- The team’s agreed development plan.