development program workbook

Working Locally.

Development Program Workbook

Hello, I am

Check in with one another

Feedback on Neighbourhood Teams Handbook

Let’s explore trust

Why do we need trust within a team?

Do we trust strangers?

Do we know each other well enough as a team to be able to trust each other?

Activity Trust-building exercise

Get into pairs and answer these questions:

Where were you born?

How many siblings or children do you have?

What’s one thing that people would be surprised to find out about you?

We want to get to know each other a little better. Let’s look at trust and accountability, and explore what they mean for this team.

Objective.

Avivo: Live Life Inc. © 2019 Ver.1.0

3

DEVELOPMENT PROGRAM WORKBOOKWelcome to Working Locally

Good teamwork doesn’t just happen; conscious effort is needed to help individuals work together. All teams will complete the Team Development Program, which forms the foundation for teams to function effectively as Avivo’s Neighbourhood Teams.As part of the program, you and your team will be supported by the Coaches to complete the eight sessions in this Development Program Workbook. You’ll get to know your team members better and develop useful skills along the way. We’re excited to get started – and we hope you are too!

Welcome to Working Locally.

What we’ll cover

Session 1 Getting to know your teamSession 2 Getting groundedSession 3 Building a team purpose Session 4 Let’s get goingSession 5 Team stylesSession 6 Storming and performingSession 7 Reflect and connectSession 8 Moving forward


Objective.

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DEVELOPMENT PROGRAM WORKBOOKSession One

Welcome and introductions


Share one word that represents how you feel about Working Locally.

What you can expect in the Team Development Program

Let’s look at Team Roles

Q&A Do you have any questions about Working Locally and/or working in a Neighbourhood Team?

Reflection What is the most important thing you’ve learnt in this session?

Getting to know your team.

You may be in a team with people whom you don’t already know. Let’s build a foundation of trust so that you feel safe to speak openly within your team. It’s the first step towards working together.

Objective.

Working Locally: Avivo’s network of self-managed Neighbourhood Teams

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DEVELOPMENT PROGRAM WORKBOOKSession One

Notes.


Objective.Check in with one another










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DEVELOPMENT PROGRAM WORKBOOKSession Two

Getting grounded.

We want to get to know each other a little better. Let’s look at trust and accountability, and explore what they mean for us

Objective.

Courage is contagious.

Every time we choose courage, we make

everyone around us a little better and the world

a little braver.

Inattentionto results

Avoidance ofaccountability

Lack of commitment,not involving people in decisions

Not discussing the real issues, artificial harmony

Abscenceof trust

Focuson results

You hold eachother accountable

You commit to decisionsand plans of action

You are candid, open and can work through conflict

You trust one another

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How to improve accountability

1. Choose one person to be in charge of a task If something goes wrong, that person has the responsibility to fix it.

2. Set clear expectations The more specific you are, the less likely that a misunderstanding will occur.

3. Tell everyone who is doing what Ensure that everyone is clear on their roles to avoid confusion.

4. Formalise it Create a team development plan/agenda/action list that everyone has access to.

5. Follow up and hold people to it Check in with the people responsible for specific tasks.

Trust Pyramid*

Good Team Dysfunctional Team

*Based on the Lencioni Trust Pyramid from the book The Five Dysfunctions of a Team by Patrick Lencioni

Activity Good team vs dysfunctional team

8


Getting grounded.

Social contract In small groups, come up with one thing that everyone can immediately agree on. For example, decide on how often to have team meetings.

What does a good team look like? We know that human beings need connection with each other as much as we need food and water to survive. The brain thrives on connection and it helps us to achieve some great results if we collaborate.

What behaviours, traits or signs would you see in a good team? How would you like to try and create a positive team environment?

What does a dysfunctional team look like? Discomfort in a team and a lack of communication are key signs of a team that will most likely not do well into the future.

Come up with a list of behaviours, signs or traits that you may see in a dysfunctional team. Also list some ways that you think you could change the pyramid on a dysfunctional team to create a positive team environment.

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Let’s learn how to use Microsoft Teams Microsoft Teams is a tool that enables you and your team to work together and collaborate through a common workspace via team conversations, messaging, and video, and it allows access to shared documents.

To access Microsoft Teams:

Go to the Microsoft Teams app on your Avivo phone. Click on sign in (not sign up).

Use your Avivo email address and password (if you do not have your password, contact IT Helpdesk who can give this to you).

Click on Teams at the bottom of the page where you will see your team e.g. SER_Gosnells.

Click on general.

On top row is 3 dots, tap the icon next to it (it looks like a box with a dot on the top and an arrow on bottom). This is the follow button to allow notifications to come through when there is activity.

You also have the ability to change your photo, click on your name/photo and it will take you to your profile and there is an option to edit image.

When you’re in give us a wave, thumbs up or a hello!



Video Simon Sinek on finding your WHY

Your Team Purpose We all know what we do at Avivo. Most of us know how we do it. But can we all say comfortably why we do it?

Let’s explore your WHY and your team’s WHY.

Objective.We hope to create a space where everyone can find a connection to a common purpose, goal and vision.

A team that is truly committed to its purpose, goal and vision is a powerful force.

For Avivo, the organisation, it looks like this:

WHY Citizenship - Live Life

HOW Working Locally and self-managed teams; enabling through technology; and developing a culture that encourages people to do their best work

WHAT Making a meaningful difference to all the people who belong to our Avivo community

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DEVELOPMENT PROGRAM WORKBOOKSession Three

Building a team purpose.

WHY

HOW

WHAT

TeamPurpose

Process

Result

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DEVELOPMENT PROGRAM WORKBOOKSession Three

Activity Who does this team want to be?

There are many ways a team can form a vision for the future. It may be:

A series of questions we ask each otherWhat do we hope to get out of this team? What is the most important part about this work for you? What does success look like for this team? What does working harmoniously look like for this team?

Looking at our customers and demographic to understand our area

Envisioning all the things we would like to excel at and wrapping those things into our vision

Notes.


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DEVELOPMENT PROGRAM WORKBOOKSession Four

Let’s get going.


Activity Complete the Team Purpose from the last session

Your Resource Team and how they can help

We’ll look at practical issues such as how to start transitioning customers and who to turn to for help when you need it.

Objective.

Reflection What’s the most important thing you’ve learnt in this session?

Let’s discuss

Who are your customers?

What do we need to tell them about Working Locally?

How can we support them in this transition?

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DEVELOPMENT PROGRAM WORKBOOKSession Four

Notes.

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DEVELOPMENT PROGRAM WORKBOOKSession

this is who we are.













Objective.

14 1

Belbin Self Perception / Team Type Questionnaire

Directions For each section distribute a total of 10 points among the sentences which you think best describe your behaviour. These points may be distributed among several sentences or in extreme cases they might be spread among all the sentences or all 10 points given to one option. 1. What I believe I can contribute to a team: Score

a I think I can quickly see and take advantage of new opportunities.

b I can work well with a very wide range of people. c Producing ideas is one of my natural assets. d My ability rests in being able to draw people out whenever I

detect they have something of value to contribute to group objectives.

e My capacity to follow through has much to do with my personal effectiveness.

f I am ready to face temporary unpopularity if it leads to worthwhile results in the end.

g I am quick to sense what is likely to work in a situation with which I am familiar

h I can offer a reasoned case for alternative courses of action without introducing bias or prejudice.

2. If I have a possible shortcoming in teamwork, it could be that: Score

a I am not at ease unless meetings are well structured and controlled and generally well conducted.

b I am inclined to be too generous towards others who have a valid viewpoint that has not been given a proper airing.

15


We’re localFor over 50 years, we’ve supported the West Australian community to live life. We work with people and families who need support due to disability, ageing or mental ill-health. We put down roots in WA in the late sixties and today, our experienced teams thrive throughout Perth, the Midwest, Gascoyne and the Wheatbelt.

We’re inclusiveWe support people from different cultures and backgrounds, and we respect that people live their lives in many different ways.We build and maintain relationships with people from all walks of life. We’re non-denominational and open-minded, and our teams reflect the diverse society we live in.

We’re friendly

this is who we are.

It’s important that you feel comfortable letting us into your home and we want to fit seamlessly into your life. We don’t wear uniforms and we don’t have branded cars. And that’s how we like it.

15 2

c I have a tendency to talk a lot once the group gets on to new ideas.

d My objective outlook makes it difficult for me to join in readily and enthusiastically with colleagues.

e I am sometimes seen as forceful and authoritarian if there is a need to get something done.

f I find it difficult to lead from the front, perhaps because I am over responsive to group atmosphere.

g I am apt to get too caught up in ideas that occur to me and so lose track of what is happening.

h My colleagues tend to see me as worrying unnecessarily over detail and the possibility that things may go wrong.

3. When involved in a project with other people: Score

a I have an aptitude for influencing people without pressurising them.

b My general vigilance prevents careless mistakes and omissions being made.

c I am ready to press for action to make sure that the meeting does not waste time or lose sight of the main objective.

d I can be counted on to contribute something original. e I am always ready to back a good suggestion in the common

interest.

f I am always keen to look for the latest in new ideas and developments.

g I believe my capacity for cool judgements is appreciated by others.

h I can be relied upon to see that all essential work is organised.

4. My characteristic approach to group work is that: Score

a I have a quiet interest in getting to know colleagues better. b I am not reluctant to challenge the views of others or to

hold a minority view myself.

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this is who we are.













Objective.

16 3

c I can usually find a line of argument to refute unsound propositions.

d I think I have a talent for making things work once a plan has been put into operation.

e I have a tendency to avoid the obvious and come out with the unexpected.

f I bring a touch of perfectionism to any team job I undertake.

g I am ready to make use of contacts outside the group itself. h While I am interested in all views I have no hesitation in

making up my mind once a decision has to be made.

5. I gain satisfaction in a job because: Score

a I enjoy analysing situations and weighing up all the possible choices.

b I am interested in finding practical solutions to problems. c I like to feel that I am fostering good working relationships. d I can have strong influences on decisions. e I can meet people who may have something new to offer. f I can get people to agree on a necessary course of action. g I feel in my element where I can give a task my full

attention.

h I like to find a field that stretches my imagination. 6. If I am suddenly given a task with limited time and unfamiliar people: Score

a I would like retiring to a corner to devise a way out of the impasse before developing a line.

b I would be ready to work with the person who showed the most positive approach, however difficult he/she might be.

c I would find someway of reducing the size of the task by establishing what different individuals might best contribute.

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We’re localFor over 50 years, we’ve supported the West Australian community to live life. We work with people and families who need support due to disability, ageing or mental ill-health. We put down roots in WA in the late sixties and today, our experienced teams thrive throughout Perth, the Midwest, Gascoyne and the Wheatbelt.

We’re inclusiveWe support people from different cultures and backgrounds, and we respect that people live their lives in many different ways.We build and maintain relationships with people from all walks of life. We’re non-denominational and open-minded, and our teams reflect the diverse society we live in.

We’re friendly

this is who we are.

It’s important that you feel comfortable letting us into your home and we want to fit seamlessly into your life. We don’t wear uniforms and we don’t have branded cars. And that’s how we like it.

17


4

d My natural sense of urgency would help to ensure that we did not fall behind schedule.

e I believe I would keep cool and maintain my capacity to think straight.

f I would retain a steadiness of purpose in spite of the pressures.

g I would be prepared to take a positive lead if I felt the group was making no progress

h I would open up discussions with a view to stimulating new thoughts and getting something moving.

7. With reference to the problems to which I am subject in working groups: Score

a I am apt to show my impatience with those who are obstructing progress.

b Others may criticise me for being too analytical and insufficiently intuitive.

c My desire to ensure that work is properly done can hold up proceedings.

d I tend to get bored rather easily and rely on one or two stimulating members to spark me off.

e I find it difficult to get started unless the goals are clear. f I am sometimes poor at explaining and clarifying complex

points that occur to me.

g I am conscious of demanding from others the things I cannot do myself

h I hesitate to get my points across when I run up against real opposition.

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this is who we are.













Objective.

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5

Belbin Self Perception / Team Type Analysis Table

Enter your score against the letter in each section row by row

. Then add up the points in each column to give a total team

role distribution score. Section

I

C

SH

PL

RI

M

E

TW

CF

1 g

d

f

c

a

h

b

e

2 a

b

e

g

c

d

f

h

3 h

a

c

d

f

g

e

b

4 d

h

b

e

g

c

a

f

5 b

f

d

h

e

a

c

g

6 f

c

g

a

h

e

b

d

7 e

g

a

f

d

b

h

c

Total

Taken from R

Meredith Belbin, H

einemann Professional Publishing 1981

Formoreinformation: +44(0)1223264975 Iwww.belbin.com©BELBIN®2016.‘BELBIN’isaregisteredtrademarkofBELBINASSOCIATES,UK.

Handout:Belbin® Things'Todo'and'Nottodo'

ResourceInvestigator Teamworker Co-ordinator

Plant MonitorEvaluator Specialist

Shaper Implementer CompleterFinisher

Gooutsidethegrouptoinitiatenewcontacts.DeveloptheideasofthePLANT.Useyourenthusiasmtobuildupotherpeople’senthusiasm.Searchoutnewmarkets.Negotiatewithothers.

Letpeopledownbyneglectingtofollowuparrangements.Talktoomuchsootherscannotgetenoughairtime.

Promotegoodteamatmospherebyreactingtotheneedsofothers.Supportmembersofthegroupwhennecessary.Becomeabrokerintimesofargument,anddefuseanyhostility.

Avoidsituationsthatmayentailpressure.Sidewiththemostdominantinadesiretoplease.

Establishanairofauthorityovertheteamwithyourmatureapproach.Bringothersintodiscussionswhentheyhavethingstocontribute.Holdthegrouptogether.Praiseandencourageothers.

Takecreditfortheeffortoftheteam.Overplayyourstatus.Neglecttodoyourfairshareofthework.

Comeupwithideasandsuggestionsforsolvingproblemsandworkingoutsolutions.Inventanewwayoftacklingtheissuesinhand.Createanoriginalpieceofwork.Lookatthingsfromadifferentangle.

Evaluateyourownideas.Havestrongownershipofyourownideaswhenco-operationwithotherswouldyieldbetterresults.

Provideabalancedopiniononallideasandoptions.Bereadytoexplainwhatactionsyoupreferandwhy.Stopillthoughtoutcoursesofaction.Takeyourtimeoveryourdecisions.

Beseenbytheteamasacynic.Giveanegativereactiontoeverythingyouhear.Dampenthepositiveapproachoftheteam.

Showyourenthusiasmforaparticularsubject.Cultivateasenseofprofessionalismandencourageyourfellowteammemberstotrustyourknowledge.Keepyourexpertiseandskillsup-to-date.

Discounttheimportanceoffactorsoutsideyourownareaofcompetence.Becomeoverprotectiveoftheboundariesofyourjobarea.

Getthingsmoving.Stopcomplacencyandlaziness.Behonest,straightforwardandopenwithothers.Make suretheteamisachievinggoals.Pushthingsforward.

Holdgrudges,becomeoverbearing.Loseyoursenseofhumour whenthegoinggetstough.

Organise systems.Ensureyouandothersfollowthelaidoutprocedures.Getdowntothepracticalissues.Tryandturnideasintoaction.Beloyaltoyourorganisation andpeoplewithinit.

Obstructchange.Beresistanttonewideasoftheteam.Beseenasa“stickinthemud”.

Trytoraisestandardsinallyoudo.Concernyourselfwithdetail.Useyourabilitytohelpothermembersoftheteamwhomaynotbesostrongonaccuracy.Promoteexcellence.

Allowperfectionismtoturnintoobsessivebehaviour.Pennypinchorsplithairsontrivialissues.

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DEVELOPMENT PROGRAM WORKBOOKSession Five

Team styles.


What are you enjoying so far about the Team Development Program?

Belbin Team Styles By understanding each other’s styles, we can communicate better with one another.

Let’s look at the individual team roles within the team.

We’ll look at everyone’s preferred styles and how they may impact your team.

Objective.

Activity The roles of Thinkers, Actioners and Socialisers Get into these groups.

Let’s discuss Talk about your strengths and your weaknesses and how they may show up in this group.

How do you want to make sure you feed into this group knowing now where you are best placed?

TeamworkerCo-ordinatorResource Investigator

Thinkers

Actioners

Socialisers

PlantSpecialistMonitor Evaluator

Complete FinisherImplementerShaper

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Formoreinformation: +44(0)1223264975 Iwww.belbin.com©BELBIN®2016.‘BELBIN’isaregisteredtrademarkofBELBINASSOCIATES,UK.

Belbin® TeamRoleSummaryDescriptions

ResourceInvestigator Teamworker Co-ordinator

Plant MonitorEvaluator Specialist

Shaper Implementer CompleterFinisher

Contribution:Outgoing,enthusiastic.Exploresopportunitiesanddevelopscontacts.

AllowableWeaknesses:Mightbeover-optimistic,andcanloseinterestoncetheinitialenthusiasmhaspassed.

Contribution:Co-operative,perceptiveanddiplomatic.Listensandavertsfriction.

AllowableWeaknesses:Canbeindecisiveincrunchsituationsandtendstoavoidconfrontation.

Contribution:Mature,confident,identifiestalent.Clarifiesgoals.Delegateseffectively.

AllowableWeaknesses:Canbeseenasmanipulativeandmightoffloadtheirownshareofthework.

Contribution: Creative,imaginative,free-thinking.Generatesideasandsolvesdifficultproblems.

AllowableWeaknesses:Mightignoreincidentals,andmaybetoopre-occupiedtocommunicateeffectively.

Contribution: Sober,strategicanddiscerning.Seesalloptionsandjudgesaccurately.

AllowableWeaknesses:Sometimeslacksthedriveandabilitytoinspireothersandcanbeoverlycritical.

Contribution:Single-minded,self-startinganddedicated.Theyprovidespecialistknowledgeandskills.

AllowableWeaknesses:Canonlycontributeonanarrowfrontandtendstodwellonthetechnicalities.

Contribution:Challenging,dynamic,thrivesonpressure.Hasthedriveandcouragetoovercomeobstacles.

AllowableWeaknesses:Canbepronetoprovocation,andmaysometimesoffendpeople’sfeelings.

Contribution:Practical,reliable,efficient.Turnsideasintoactionsandorganises workthatneedstobedone.

AllowableWeaknesses:Canbeabitinflexibleandslowtorespondtonewpossibilities.

Contribution:Painstaking,conscientious,anxious.Searchesouterrors.Polishesandperfects.

AllowableWeaknesses:Canbeinclinedtoworryunduly,andreluctanttodelegate.

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Communication styles.

Activity Which style below fits you best? We all have different styles of communicating. How do you think you can work with other styles? Remember, one style isn’t better than another. The key is to understand your own communication style first. Matching your communication style to others that you need to hear your words is essential for effective communication.

ANALYTICAL

Hard data and real numbers

Likes specific language

Little patience for lots of feeling and emotional words in communication

Looks at issues logically

Assumptions from others: Could be cold or unfeeling

INTUITIVE

Doesn’t get bogged down in details

Likes broad overviews

Quick and to the point

Comfortable with big ideas and out-of-the-box thinking

Assumptions from others: Not enough patience when in situations that requires getting into detail

PERSONAL

Values emotional language and connection

Able to pick up the ‘vibes’ of others

Good listener

Can smooth over conflicts

Builds deep personal relationships

Assumptions from others: Could be too warm and fuzzy

FUNCTIONAL

Like process, detail and timelines

Values well-thought-out plans

Communicates things in a step-by-step process to avoid oversights

Assumptions from others: Could lose the attention of others because of depth of detail

*These Communication Styles are from an article written by author and leadership coach Mark Murphy


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What is your preferred style to deal with conflict?

Accommodating: Okay, your opinion is very strong so I’ll agree with you because it is too hard to combat you.

Avoid: I’ll avoid your views and any conflict because I’m uncomfortable in this space.

Collaborating: I’m going to collaborate with a bunch of people to get them on side and build my army.

Compromising: Can we find the middle ground so that everyone is right?

Competing: I like to prove a point. I’m also referred to as the right fighter!

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DEVELOPMENT PROGRAM WORKBOOKSession Six

Storming and performing.


Understanding the Advice Process With this new way of working we need to think about how we make decisions.

Conflict and what that looks like in a team Let’s discuss examples of how conflict can show up within a team.

Conflicts are inevitable. Learn how to deal with them effectively instead of trying to keep the peace. Airing tensions is part of working as a team.

Objective.

Use judgementand creativity

Coreresponsibilities

Not our paid responsibility

The Handy Doughnut Getting clear on our responsibilities

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DEVELOPMENT PROGRAM WORKBOOKSession Six

Activity Getting comfortable with conflict

Round Robin – going back to basics

How do we each see the issue? What’s important in this issue?

Is there anything that you can see or understand that the group needs to know?

What would be your solution for the team to consider?

What would success look like in this scenario?


Your Team Agreement

What is it?

Why is it important?

How will we use it?

Review the Team Agreement and Development Plan template for next meeting.

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DEVELOPMENT PROGRAM WORKBOOKSession Seven

Reflect and connect.


Activity Reflect on how far you’ve come as a team

Let’s discuss

What are you enjoying so far?

What have you learnt so far?

What would have been helpful to know from the start?

Practical matters to address

Availability of additional hours and hours to be moved

Skill gaps or training required

A future plan for the team to connect with the area team regularly

This session gives you and your team the time and space to reflect on your progress to date, and start a discussion around moving forward as a team.

Objective.

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DEVELOPMENT PROGRAM WORKBOOKSession Seven


Chatterbox

TechTalker

SocialChampion

Lifeguard

MotivationMate

AdminWarrior

MoneyGuru

QualityTeam=

QualityServices

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DEVELOPMENT PROGRAM WORKBOOKSession Eight

Moving forward.


Activity Looking at Avivo Team Roles

Revisit the Avivo Team Roles in the Neighbourhood Teams Handbook and allocate these roles to individuals within the team.

Activity Team Agreement and Development Plan

Let’s complete our Team Agreement and our Development Plan.

Activity Building a format for future meetings

Neighbourhood Team Roles

In the last session, we’ll discuss what your team needs to keep it afloat and progressing forward.

Go, team!

Objective.

Key contacts

Additional resources

What to expect moving forward

Let’s discuss the program using The 4 L’s

What did you like?

What did you learn?

What was lacking?

What did you long for?

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DEVELOPMENT PROGRAM WORKBOOKSession Eight

Our Team Agreement.Team Name

Our Social Contract Session One

Our Team Purpose Session Three

Our Team Responsibilities Session Four

Participation How will we be a Team? When, where, how often and who?

We will meet monthly as a minimumWe will use MS Teams on mobile to chat regularly

Individual ContributionWhat do I bring?What is my Team Role? Session Five

Decision Making and Conflict ResolutionWho will we connect with for support? Session Six

We will use the Advice ProcessWe will connect with the Mentor Team

Quality AssuranceHow will we measure and know we’re doing a good job?

We will use the Scorecard

AccountabilityHow will we keep one another on track?

Team Development Plan.Our Development Focus What are we focussed on this year to help us develop as a team?

Our Training Needs What training might we need as to ensure we have the skills to work alongside all types of customers?

Team Member Signature

My Personal Growth.My Development Focus What would I like to focus on this year?

What would I like to learn about, get better at, or try for the first time?

My Stretch Goal What could I work on-that’s at the very edge of my comfort zone?

My Training Needs What training would support my learning and, as a result, support the team?

My Supporter Who in the team would hold me to account?

How can they help me to stay on track?

My Deadline What is the timeframe for my personal goal/s?

What will success look like to me?

Do you have questions about working in an Avivo Neighbourhood Team?

Bring them up at your Development Program sessions or email the Working Locally Team at [email protected].

development program workbook

Documents