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Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Agenda
Topic
Arrival and registration
Session 1: Welcome back, review, groups and teams- The characteristics of high performing teams / Building trust in teams (start 10.00am)
Session 2: Understanding high performing teams
Break
Session 3: The engaging leadership model
Leadership behaviours in high performing teams
Lunch
Session 4: Leading and managing performance
Session 5: Building high performing teams
Break
Session 6: Having courageous conversations
Session 7: Building morale and recognition
Session 8: Commitment to action, review of day and take home
About online content The Well-led Programme is complemented by exclusive online content. Access to this content will be available upon completion of each workshop’s evaluation survey, which will be e-mailed directly to you at the end of each day.
Please note that whenever you see the following symbol in the programme’s presentation
slides, there is associated online content available.
Also available online:
all presentation slides hand-out resource
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Session: Welcome, understanding high performing teams
Online content includes:
Pit stop film
Groups and Teams
High performing teams overview
High performing teams checklist
Team charter leader’s guide
Building trust in teams activity
Trust article
Notes
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
“Success starts with strong leaders who motivate, value and support skilled staff to go
the extra mile in sensitively caring for every single person as an individual.”
Andrea Sutcliffe, Chief Inspector of Adult Social Care
CQC
“Staff should have a clear understanding of what quality is and of their uniquely important role in helping to deliver high quality care and enabling others to contribute to a sustainable, well-led, high quality workforce for now and the future.” Quality Matters 2017
Additional notes (cont.)
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Session: Engaging leadership
Online content includes:
Pyramid six template
National College for Teaching and Leadership video clip on leading teams
Notes
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Additional notes (cont.)
Sometimes leaders can be the new support worker you’ve just employed and who
blossoms into a natural, emotionally intelligent, conscientious role model. It’s a case of
recognising this and harnessing their abilities, enabling them through good learning and
education to become skilled and effective practitioners who then naturally support the
culture of your organisation and influence care delivery in positive, life changing ways.”
Raymond J Corry, Head of Learning and Development, Creative Support Ltd
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Session: Leading and managing performance
Online content includes:
Barbara case study People Performance Management Toolkit People Performance Management case study – activity hand-out
Notes
“In the interview with new staff, we explain about our ethos at the home and that we
expect our residents to receive a high standard of care. We inform them that standards
are monitored on a daily basis by various people working in the home i.e. Care
supervisors, managers etc.”
Rebecca Elford, Nominated Individual, The Old Vicarage Residential Care Home
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
“Strong leaders had a pivotal role in high-performing services. This was seen at registered manager and provider level, where strong vision and values were communicated to all staff, encouraging a culture of openness and transparency. Positive and supportive cultures are characterised by staff who were well-trained, caring, skilled, dedicated, enthusiastic and focused on positive outcomes for people.”
The State of Adult Social Care Services: 2014 / 2017 CQC
“Poor leadership can result in staff not being adequately supervised and people not
being taken seriously if they raise a concern.”
The State of Adult Social Care in England 2015 / 2016 CQC
Additional notes (cont.)
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Session: Building high performing teams
Online content includes:
Building high performing teams – recruitment Building high performing teams – induction and continued development Building high performing teams – supervision and support
Notes
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Additional notes (cont.)
“Once someone’s recruited we take the time to find out what they are good at and what they enjoy. Then we work to nurture this. Staff have the confidence and ‘permission’ to think autonomously and bounce ideas around. One of the ways I support this is delegation. I think if I can delegate and share my role I empower staff and they can see the service growing. Your culture has to be a team thing, not a manager thing.” Sandra Anderson, Registered Manager, The Millings
“Good and outstanding can only be achieved when the entire organisation is on board and where the organisational values reflect the KLOE’s at the heart of all we do.” Cressida Rapela, Regional Operations Director, Welmede Housing Association
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Session: Having courageous conversations, celebrating team
success
Online content includes:
Give one, get one – characteristics of courageous conversations activity Examples of difficult conversations Courageous conversations – nine common mistakes Difficult conversations – Match 6 activity cards OK Corral
Notes
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Skills for Care related resources
People Performance Management Toolkit The ability to manage your people is extremely important. How you manage them has a huge
impact on the quality of care you provide.
We've produced a People Performance Management Toolkit with NHS Employers to help you
to manage their performance. It contains useful scenarios, like what to do if someone’s
performance is slipping or if they're on extended sick leave.
The People Performance Management Toolkit is for anyone with management responsibility
and is intended for all organisations in both social care and health.
It aims to give managers confidence when dealing with some of the key challenges surrounding
managing performance.
The toolkit is split into seven sections, so it's easy to find the part you need.
People performance management
Where should I start?
Reviewing employee performance
Managing different types of performance
Conversations about performance
Scenarios
Help in a hurry
This practical tool demonstrates how applying a range of different skills and behaviours during
the management process can help you maintain a motivated team.
The toolkit doesn't replace organisational policies and procedures where they exist and should
be used as an additional resource.
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Effective supervision guide Effective supervision is important to all, whether a new care worker or the CEO of a multi-site
national care organisation. Ineffective supervision can reduce productivity, increase
absenteeism, create or prolong workplace conflict, damage the culture and – for adult social
care employers - impact the quality of care being delivered.
Supervision involves making the time and developing the practical structure to give support to
co-workers. This is done using various approaches during formal and informal supervision and
appraisal.
The CQC expects that supervision is part of the development of those providing care and
support. People needing care and support often say that services are only as good as the
person delivering them. Any inability of workers to check understanding, seek support and
assistance can be frustrating, damaging to confidence and potentially dangerous.
Effective supervision benefits the worker, their managers, their organisation and crucially, the
people being supported.
We have developed guide which covers all you need to know about workplace supervision
such as:
understanding supervision
what is supervision / why is supervision important?
the supervisor
the role of the supervisor and what is expected
providing supervision
scheduling / timing
informal supervision and support
reflective practice in supervision
appraisal
People Performance Management Toolkit
delivering the Care Certificate
The Effective supervision guide is available from our bookshop for £20 (or £15 for our
Registered Manager Members). Visit our bookshop today to get your copy.
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Further reading
Overcoming The Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators Patrick Lencioni In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions using tools, exercises, assessments, and real–world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively. Available here.
Emotional Intelligence: Why it Can Matter More Than IQ Daniel Goleman Daniel Goleman argues that our view of human intelligence is far too narrow, and that our emotions play major role in thought, decision making and individual success. Self-awareness, impulse control, persistence, motivation, empathy and social deftness are all qualities that mark people who excel: whose relationships flourish, who are stars in the workplace. Available here.
The One Minute Manager Builds High Performing Teams Kenneth Blanchard, Donald Carew, Eunice Parisi-Carew Most managers spend over half their time working with a team, and the One Minute Manager's practical advice shows how any team can work better and more effectively. The One Minute Manager Builds High Performing Teams explains the four stages on the way to building a high performing team: Orientation, Dissatisfaction, Resolution and Production and reveals how to tap the creativity and potential of people at all levels in order to become an effective group leader. Available here.
Day 3 Leading high performing teams - Looking sideways workbook © Skills for Care
Failure to Communicate: How Conversations Go Wrong and what You Can Do to Right them Your stomach's churning; you're hyperventilating - you're in a badly deteriorating conversation at work. Such exchanges, which run the gamut from firing subordinates to parrying verbal attacks from colleagues, are so loaded with anger, confusion, and fear that most people handle them poorly: they avoid them, clamp down, or give in. But dodging issues, appeasing difficult people, and mishandling tough encounters all carry a high price for managers and companies - in the form of damaged relationships, ruined careers, and intensified problems. In Failure to Communicate, Holly Weeks shows how to master the combat mentality, emotional maelstrom, and confusion that poison difficult conversations. Available here.
