motivating the work team to perform

David brought in some big green bags full of big mechano. 

In this task we were split inot 2 teams each of which recieved instructions to build a hoist to certain specifications which had to lift a 'bomb' in a prescribed manner. After doing this we had to dismantle the hoist and instruct the other team how to reconstruct it successfully.

Of course forgetting that we were not there to learn how to play with giant mechano, we fell into the trap of becoming completely task focused omitting to put into practice the theories we had been learning.

Upon completion of the task we discussed what happened.

Feelings

• Some people needed help visualising the end product
• Left out
• Feelings of being ignored
• Energetic
• Felt pressures of time limit and focused on the task not the team
• Frustration caused by a lack of coordination
  

 What happened

• Initially enthusiastic / subsequent frustration
• People diving in / lack of coordination
• Stronger personalities took over
• Not playing to or assessing strengths
• Signs of frustration – detachment
• Lots of role swapping
• Suggestions ignored / domineering personalities
• Teams broke down into groups
• Conflict of time v quality panic
• Swapped team leader

Competitive

• Too many leaders / noise
  

Did you have a clearer idea of the taks the first or second time round?

Most people felt the first instructions were better though in theory the 2^nd  time of building the hoist should have been easier as the teams had already had the experience and vision from the first time.

What were our objectives what do we want to achieve? Did we want to win the competition or build something fit for purpose? No right answer but is something that needs to be clarified at the start.

Looking back at the theory that we had discussed before the practical application, we all said we would have a team meeting, consultation, get feedback analysise skills etc. We all forgot this when the big mechano came out.

Team leading isn’t always about being the engineer or the one with ideas but the one who facilitates and makes sure everybody contributes and adds value.

We didn’t implement our theory into the practice. The excersise demonstrated well these issues. Doing the practical exercise was a 'step back into reality' after all the theory.

We could all be better planners and keeping your nerve when you need to spend a little time to save a lot later can reap rewards.

Monitoring the Team’s work

Keep control of what’s going on but don’t be overbearing.

Why should you?

Hersey and Blanshard

Directive and Support behaviour

How

Observation, discussion, checking outputs

Which areas of work should you monitor?

Pick out the key areas of the role – customer related aspects, risks, complaints, key performance problems, hidden areas

What to measure against

PIs, targets, standards

What do you do with the results

Feedback to individual, keep in your own records, escalate up to your boss.

Monitor to develop individual and  to cover your arse.