TEAM DYNAMICS
Moving Up to a Championship Team
To move our staff to a higher level of synergy and productivity, we must complete specific developmental tasks at each transition. Our progress will also be delayed if we have not adequately mastered the steps from all the earlier stages. For example, if we try to move up from a Group to a Team without adequately establishing the norms for working together or dismissing any disruptive staff member, our work will be undermined.
So, how do we get a Collection of Individuals to work together and accept our leadership and direction? And how do we get a Leader-directed Group to commit to working together as a Purpose-driven Team? And how do we eventually become a Championship Team?
The following is an overview of the steps that we need to take to move up to a higher level of team performance and synergy.
Collection of Individuals to a Leader-directed Group
During this transition, the staff changes from acting independently without any clear direction to accepting the leadership and direction of the doctor.
Moving from a Collection of Individuals
to a Leader-directed Group
Developmental Tasks:
- Set a new direction for the practice
- We must clearly define the practice objectives. This common purpose will provide direction in the four fundamentals of an exceptional practice – excellent clinical care, outstanding customer service, great interpersonal relationships, and sound financial management.
- Help the staff to identify and appreciate the skills of other members and how they can share responsibility for getting things done
- We may have to provide the training for the staff to improve the skills of interpersonal communication and conflict resolution. All of us can benefit from a greater appreciation of the talents of others and how to work more cooperatively.
- Develop norms for working with one another
- We must establish a code of conduct of what is expected and identify any behaviors that are no longer acceptable. As a foundation, we must insist that everyone treat each other with courtesy and respect in our communications and our behavior.
- Confront and possibly dismiss anyone who cannot meet the new standards
- We must back up our words with our actions. Unacceptable behaviors can no longer be ignored or tolerated. We have to confront the issue and communicate that cooperation not conflict is the new standard. We use staff performance evaluations and the model of Crucial Accountability * to communicate expectations and confront misbehavior.
* Crucial Accountability: Tools for talking about broken promises, violated expectations, and bad behavior by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler & David Maxfield.
Leader-directed Group to a Purpose-driven Team
During this transition, the staff shifts from being dependent on the leader to sharing responsibility and participatory leadership. The doctor’s role changes from Director to Coach and from concentrating on control to focusing on results.
Moving from a Leader Directed Group
to a Purpose Driven Team
Developmental Tasks:
- Come to consensus on the shared purpose (mission) of the practice
- After the new direction is set, many discussions should occur on how to implement our purpose in our unique practice situation. Staff buy-in occurs when everyone has a voice in shaping the shared purpose of the practice.
- Delegate more responsibility, share the decision-making, and insist on accountability
- Progressively delegate more and more of the decision-making to capable staff. Share responsibility among all the staff and insist on accountability when staff have agreed to be responsible.
- Encourage discussions among team members as they search for the underlying causes of problems in the practice
- Foster an ongoing discussion of “how can we make things better?” When mistakes are made, even though there is accountability, there is also no blame. Ask instead, “What in our system or training contributed to this problem?” and “How can we change our way of doing things so that it will not happen again?”
- Identify key areas of improvement and focus on change to achieve practice goals
- Build a culture of “continuous incremental change” and “never-ending improvement”. Focus on key projects that will make significant progress and bring us closer to our vision.
Purpose Driven Team to a Championship Team
With persistence, patience and time, the principles of a Team can become so integrated into the culture of our practice that we can develop a Championship Team. This occurs when every member of our staff is performing at this highest level.
Moving from a Purpose Driven Team
to a Championship Team
Developmental Tasks:
- Hire and retain only those staff who are willing and capable of operating in a Team environment
- Refine the communication and interpersonal skills of the staff to allow for open communications and compassionate interactions among the staff
- Develop the decision-making skills and judgment of our staff so that more and more of the operations, management and direction of our practice can be handled by competent staff leaders
- Encourage commitment to each other and the goals of the practice
- Intensely focus on significant results to move the practice forward.
Summary
Worksheet
Use the Worksheet to take the first steps to improve your Team's performance.
"Moving Up" Worksheet