Attention to Individuals & Teamwork
About the Lecture
The lecture Attention to Individuals & Teamwork by Tony Hunt is from the course Leadership Skills (EN). It contains the following chapters:
- Re-Cap of Chapter 3
- Attention to Individuals
- Coaching
- Performance Coaching
- Maslow's Hierarchy of Needs
- Summary of the Process
- Team Work
- Team Formation
- Belbin Team Roles
- Team Members want...
- Types of Teams
- Re-Cap of the Course
Included Quiz Questions
Can you define a standard and a goal?
- A standard is a level that must be achieved. A goal is aspirational.
- Goals and standards are the same thing.
- Goals are set at the beginning of the year and we appraise people on whether or not they have met them. People should be assessed on whether or not they have met the standard.
- ”You must do better next year“ is not a standard. It is vague and subjective and as a result cannot be measured objectively.
What characterizes the informal coaching?
- It is the day to day interaction with the team members.
- It makes up to 95% of the overall coaching.
- Notes are taken after the event.
- Notes are taken during the event.
- It is the monthly meeting with each employee to talk about their development.
What characterizes the formal coaching?
- Notes are taken during the event.
- It makes up to 5% of the overall coaching.
- It is the monthly meeting with each employee to talk about their development.
- It is the day to day interaction with the team members.
- It makes up to 95% of the overall coaching.
Do you know how to look for the right kind of people, and can you keep them highly motivated by using the coaching process?
- Yes, I am familiar with psychometric profiling and up to date job interview techniques. I might outsource the process, but I understand the concepts very well.
- They will just appear on the radar.
- I believe that people should just do what they are told.
- We have no time for coaching. Personal and professional development is not important as long as the job gets done.
What are the four stages of team development?
- Forming, Storming, Norming, Performance
- Performing, Adjourning, Nominating, Advocating
- Advocating, Adjusting, Abjuring, Absoluting
- Norming, Storming, Forming, Perforating
A team ...
- is organic and moves over a period of time.
- is a group of people that share objectives and work together to achieve them.
- creates a synergy.
- can even consist of 500 people.
Team members want …
- training, democracy, autocracy, rewarding experiences and social support.
- training, democracy, rewarding experiences and social support.
- training, democracy, autocracy, freedom and social support.
- training, communism, autocracy, rewarding experiences and social support.
Do I need to understand how teams develop over time?
- Teams have been shown to be a very successful way of managing your workforce, so yes, you should understand the way they develop and the interventions that are needed to ensure success – if your organisation needs to develop long term relationships with your people.
- Teams are irrelevant.
- I want to retain absolute control of the decision making process. Unless you are leading a very small group of people, this is impossible as well as counter – productive. You should surround yourself with as many experts as possible – and your developed leadership skills will make sure that you do not feel threatened by their expertise. It is not your job to be more expert than them: it is your job to create experts.
- No, I do not need to understand how teams develop over time.
Author of lecture Attention to Individuals & Teamwork
Tony Hunt
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