This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit www.londoninternational.ac.uk/mba This course is endorsed by CMI
Interview with Jan Cameron | Building an Effective Team
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En provenance du cours de University of London
Management Skills for International Business
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How to Achieve Optimum Team Delivery
By the end of week two, learners will be able to understand and explain the main features and roles of a team, have an understanding of how to resource and develop a team, and how to achieve and measure optimum team delivery. At the end of the week, learners will be given a peer review assessment, where they will be asked to reflect on a scenario and share their answers to the set questions.
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David JamesFounder and Director, DJ Learning Ltd
University of London
[MUSIC]
In this case study we are going to look at a scenario where a team was built and
built very effectively in a charity organization.
We all know teams come together for a whole number of reasons for
a whole number of purposes, for a whole number of time scales in very,
very many different scenarios.
In this particular scenario, we have
a range of different backgrounds that have come together to work in this charity.
And we'll be chatting to Jan to find out how this team was built,
how this team developed.
And how this team performed in the various responsibilities that it had.
So Jan, when you were working for this charity you had responsibility for
a team of around about 20 people.
And they came from two sort of very specific types of background didn't they.
So tell us a little bit about that please.
>> The volunteers ranged quite significantly from school children
getting experience or graduates wanting a proper work experience to
retirees who wanted to basically do their bit and help for charity.
So it ranged from between 16 to 80, let's say.
>> 80?
That's a range.
>> Yes, and each individual had their own motivations for
coming to the organizations to help.
And it was my responsibility to make sure that firstly
that they could be trained to do the work they had to do, and
as well as we wanted to have a good volunteer retention rate,
was to find out what motivated them to come.
because, again, going back to the point about people being different and
individuals.
The motivations vary considerably from the schoolchildren who perhaps want to get out
of school and- >> [LAUGH]
>> To look at the graduates who wanted
to learn proper skills which make them get full time employment from retirees who
are just happy to come in and do straightforward work and perhaps
are there for the more social scene rather than I think gainful employment.
>> Sure, and that was for about how much of a proportion of your team of 20?
>> 15 of those would be volunteers but it did vary.
We had sometimes we had up to 30 at one point.
>> Right, okay, but the majority of your team were volunteers?
>> By far, yes.
>> And these volunteers were ones that were just given to you.
So this was the resource that you were working with and
this was the resource that you had.
>> Precisely.
So we would advertise volunteers wanted.
>> Okay.
>> And because the work they had to do was quite straight forward.
One of the works, for example, was them, they're stuffing envelopes which is a And
we're not going to tell people how to stuff envelopes or
how many they had to do because they're volunteers.
But well explained the basics and just let them get on with it.
>> So looking at the volunteer resource in Ian's team,
what we've discovered is there's a very wide age range.
What we've discovered is that there are many different reasons why volunteers
volunteer.
And we've heard three main ones from Jan, one is for
the school he was dipped to get out of school.
For graduates perhaps to get some work experience when perhaps a job
that they're looking for longer term isn't available.
And perhaps for all the people who are looking to perhaps just have
the social side of a weekly life but also to get something back.
And Jan has also talked to us about how differently,
in effect, you would manage volunteers.
And gave us the example of putting publicity material and
sponsorship material in envelopes, on the basis that you couldn't really
drive productivity through perhaps KPIs or through targets.
But rather just appreciate and nurture the fact that having something done
at no cost Is better than having nothing done, with nobody to do it.
So what we're beginning to find out is working with
a resource of volunteers might be very different to the way that you would work
with a resource of full time employees.
And Jan had these volunteers, they arrived as his team of volunteers, but
between 15 and 30 and that was the resource that he was there to work with.
But you also, Jan, had some full time employees, didn't you?
>> Yes.
>> And you recruited them yourself?
>> Yes, they were part of my team.
So it, one of their requirements was the ability to work with volunteers.
We also had the their full term roles in which they had to do.
And part of that ward was supervising volunteers and
being able to use volunteers perhaps to help them reduce their workload.
In that sense, we could afford to be, because they're full time employees,
we could afford to be a bit more picky.
>> So just as an example with these people full time,
you had more applicants than vacancies?
>> Yes, yes, yes.
I would say that's pretty standard, yes.
because that particularly, it was development charity and there's
always a lot of interest in development work and moving up to help that way.
>> Yes, yeah so, with the Ans Ultram resource we have a number of key
distinguishing factors already.
One is there were more applicants per vacancy which meant there was
an element of selection.
And then as that process unfolded there would formality, more formality.
So interviewing, some skill tests and really making sure that
each of those people that were recruited Wanted to be there the right reasons.
So one of those reasons was the ability to potentially work with volunteers.
So, you have this two,
almost initially anyway, distinct size to your team that you recruited.
That you had responsibility for recruiting and those that arrive with you.
So you have a team to build.
So using Tupman's framework which is the forming state, the first stage, everybody
come together and going to know each other in the early stages of team evolution.
How did you actually start to build your team then when you had some that were full
time, that were recruited by you, and
some that arrived and said here I am, I'm here because I want to be out of school?
I want to get some work experience or actually,
I just want to be around people and give something back.
>> The way I do it is by clarifying this is the goal of the team, saying,
this is what we have to do.
This is how we can help you to get there and we're all on this journey together.
We all want to achieve this, so
everyone's clear on their purpose, why they're doing what they're doing.
Some of the volunteers were very social and introduced themselves and so on.
Some people didn't want the social side, they just wanted the work.
That's fine, as long as we're aware that's what they wanted, I'm happy with that.
Because a majority were volunteers it had to be quite a relaxed atmosphere.
Didn't have to be high pressure because they can just walk whenever they want.
And you know, some page, you know happy they just go.
And sent to be to us on me and my team to make it a enjoyable place to work.
>> Yes.
And so, we've heard about the importance of the college division which an,
we've just heard about the importance of
making it a really nice environment in which to work.
And we've also hinted at the importance of understanding why each individual is
there whether volunteer or full time.
But in terms of this actual integration, so, you've talked about the vision,
you've talked about the individual.
What about integrating as a team?
How specifically did that work?
>> I think it comes over time.
Full time staff are aware that they have to work volunteers.
And so they have to have that skill set of wanting to work people and
be open and sociable.
And that was made aware at the interview stage and in the advertisements.
>> Right.
>> I think it's a case of working together and
encouraging the team work and >> Using the resources around you
to help them and just being open and friendly and sociable.
Because it was quite a relaxed place to work,
it was much more easier to get the team to work cohesively.
There were obviously, there were pressures of turnaround, but it wasn't significant.
What were the biggest challenges you faced?
What were the biggest biggest challenges you faced?.
>> You know is,there were some not able getting along with each other.
>> Right,okay.
>> And in most case it was being around that and
trying to resolve that before anything too serious starts.And is also.
Some people didn't like doing some jobs and the nurse's case
being made aware of that and not giving that job, because they're volunteers.
[CROSSTALK] They could choose their work.
>> So it's on the volunteer side.
>> Yes.
>> Okay.
>> They could choose what they wanted and that was fine.
But occasionally, you would have to say to people,
this is the most important thing right now, every bit you do is a big help.
When you get a big team of 20 people in a room you will have conflicts of interest.
>> Yes indeed. What were the biggest successes you
had then with this intervention team.
>> For me the staff and volunteer attention rate for was very good.
And for staffs and volunteers who worked there for
many years the turn around was quite low.
There was a great come around and
we always got on what went on and because we worked together as a team when
the Work load suddenly would have doubled or tripled.
We immediately all jumped in and got on with it.
>> Sure. What we're hearing now from Jan is that as
these two potentially diverse parts of the same team, so
the volunteers and the full time recruits, were together we have heard that they were
Instances of conflict that were nipped in the bud.
So an element of the forming stage in Tupman's model.
But overall it seems that there was a great deal of collaboration and
it's been really interesting to hear how Yan actually measured.
How you'd quantify that.
And the measures that we had were deadlines being met for
turnaround for material.
That there was a great deal of camaraderie overall between the volunteers and
the full timers.
And also that turnover was very low in both sides of the same teams.
So low turnover for volunteers.
Bear in mind they don't get paid and they're there to do as little or
as much as they want.
That says something very positive about the environment you created, and
also low turnover in the full-time side of the team as well.
So we've learned a number of things by looking at this team scenario and
charity organization.
Firstly, that it is very possible to have a situation
where any of you as team leader know, or future,
have a team resource that comes from two completely different starting points, and
therefore have very different reasons for wanting to be In your place of work.
And as Jan outlined to us, it is really important for us to understand,
as individuals, why somebody comes to your place of work i the first place.
That is really, really important and it is important to work on team building and
collaborative aspects.
Relationship building across all sides of the team, communication,
Yan has highlighted has been really really important as well.
So everybody has this shared vision.
So whatever the starting point, everybody has got a shared vision.
And also, keeping a very watchful eye on how you measure success.
So Ian has shared with us indicators like high degree of collaboration,
low, in fact very low turnover, job churn.
And also, all key performance indicators being met.
So thank you very much Yan.
>> Thank you, yeah.
Really good.
>> Very interesting that.
>> And got all your points through that one, yeah?
>> Yeah.
[MUSIC]
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