21st Century Skills-Basic Competency NC III: Lead small team

Contents
Learning Outcomes
Information Sheet 2.1-1
Providing Team Leadership
The Importance of Teams
Communication Skills Required for Leading Small Team
5 Important Communication Skills for Leaders
Skills and Techniques in Promoting Team Building
Up to Date Dissemination of Instruction and Requirements to Members
Facing Challenges as a Team
Art of Listening and Treating Individual Team Members Concerns
References
Self-Check No. 2.1-1
Providing Team Leadership
Information Sheet 2.2-1
Assigning Responsibilities among members
Team Structure
Stages of Team Development
Self-Check No. 2.2-1
Assigning Responsibilities among members
Information Sheet. 2.2-2
Team Roles
Team Operating Processes
The Challenge Model
How to Use the Challenge Model
Step 1. Review your organizational mission and strategic priorities
 21st Century Skills-Basic Competency NC III: Lead small team

Step 2. Create a shared vision

Step 3. Agree on one measurable result
Step 4. Assess the current situation
Step 5. Identify the obstacles and their root causes
Step 6. Define your key challenge and select priority actions
Step 7. Development of an Action plan
Step 8. Implement your plan and monitor and evaluate your progress
Assume Leadership
Plan
Communicate
Lead
Delegate
Consult
Work
Give Credit
…And Everybody Wins
Task sheet 1.1
Performance Criteria Checklist 1.1
References Error! Bookmark not defined.

Learning Outcomes
● Provide team leadership
● Assign responsibilities among members
● Set performance expectations for team members
● Supervise team performance
 21st Century Skills-Basic Competency NC III: Lead small team

Information Sheet 2.1-1

Providing Team Leadership
The Importance of Teams
A team is a group of people who work together cooperatively to achieve a
common goal. As a leader, it is your job to form, support, and inspire your
team, so that together you can achieve more than you ever thought possible
Communication Skills Required for Leading Small Team
Effective team leaders communicate clearly. Quality verbal and written communication skills
allow leaders to present expectations to team members in a way workers can understand.
Effective communication skills also allow team leaders to listen to the input of others.
Communication skills are essential for succession in almost any role, but there are particular
skills and techniques that you`ll use more as a manager than you did as a regular worker.
These fall under two headings: communicating with team members, and communicating
with people outside your team

5 Important Communication Skills for Leaders

1. Listening - The most important communication skill for leaders is the ability to listen.
Professional listening skills include listening for the message, listening for any
emotions behind the message, and considering relevant questions about the
message.
Listening to the message means hearing the facts accurately without prejudgment or
being distracted by other thoughts. It's also important to listen for any unusually
strong stresses in the sentences or other signs of emotion. In training, leaders can
practice using role-play; if they hear these signs of emotion, they can respond by
saying, You seem to feel strongly about this. Please tell me more.
Help leaders consider questions they might ask when someone gives them a new
idea:
● Why am I being given this information?
● If it's for a new project, do I have the time and resources to handle it?
● Is it relevant to the company's mission?
● Is there additional information I need in order to understand the meaning
behind the message, such as in the case of a potential conflict?
2. Complementing. People work for more than pay; they want to be noticed and
praised for their work.
Compliments are most effective if they are specific to the situation and in writing so
they can be re-read. For example
 21st Century Skills-Basic Competency NC III: Lead small team

● You stayed late to finish that report for our client and made sure every aspect
of the project was to his specifications. Thank you for your attention to detail
and pride in your work!
● I noticed you took extra time to make sure the new employee had a great
first day. She was very excited about the company and her new job at the end
of the day!
Use this technique first on those leaders, managers, or supervisors who work for you
to show them how to do it for their direct reports
3. Delegating Tasks Clearly. Think of the “who,” “what,” “when,” “where,” “why” and
“how” as you explain what needs to be done. Explaining the reasons (the “why”) is
especially vital, particularly in regard to deadlines. Employees may not realize that
their job is only part of a series of tasks for a big project. People like to know the
reasons they are doing something. Establish check-in times to discuss progress.
4. Managing Meetings. What`s a “good” meeting, from the point of view of the leader,
meeting participants, and the organization?
Multiply the estimated hourly pay of each person invited to the meeting by the
length of the meeting, and decide if the meeting is worth this cost. Would an e-mail
do just as well to convey information?
5. Positive Verbal and Non-Verbal Communication. Employees closely observe their
leaders. Even if you have just received bad news when you can be observed by any
employees, act positively. The employee grapevine is amazingly fast! Smile and say
“hello” to each employee you see.
Excellent communication skills are essential for leadership and business. Use these
strategies to help your leaders become great communicators.

Skills and Techniques in Promoting Team Building

Team building is knowing how to help individuals work as a cohesive group where all
members feel invested in the direction and accomplishments of the team. All members have
input towards developing goals and defining the steps to take to reach those goals.
Everyone is able to work together to achieve the group's objectives.
The following lists the main team-building skills for effective teamwork:

● Good communication skills

Without communication, there is no team at all. Good communication skills are

absolutely crucial for every good team and effective teamwork. Examples of good
communication skills are verbal and non-verbal communication skills, being patient
and confident
● Active listening, and caring for others
 21st Century Skills-Basic Competency NC III: Lead small team

Listening skills have the top position in the team building skills list. To build a team
you have to understand other team members' needs, beliefs, worries, and hopes.
This can be achieved only by active listening including care and attention to other
members.
● Collaborative skills
To make collaboration with many people is one of the most difficult tasks, but also
one of the most important prerequisites to achieving successful teamwork. That is
why collaborative skills are key team-building skills on our list. An effective team
means a great collaborative team.
● Building Confidence
This is an absolutely critical ability among the team building and team leaders skills.
Confidence keeps a team together. It promotes support and reliability. No matter
whether you are a team manager, leader, or an employee, you have to be confident.
To be confident means that people can rely on you and can trust you.
● Creativity, creative thinking, and idea exchange
Creativity is a characteristic of every good and effective team. Creative thinking is the
most important factor for future success. This is the factor that can turn a previously
unsuccessful organization into one that is a leader in the market. Good and creative
ideas are among the main reasons for business growth. Every team should have a
suitable environment for idea exchange. Members have to share and develop ideas.
Idea exchange and creativity are key team-building skills.
● Patience
To be patient is a crucial quality too. Patience is about being tolerable and
understanding. If you want to build a friendship with others you have to be patient.
● Supportive
There is no team without support. Team members have to support each other and
have to rely on each other. These are the main building elements of a team. So being
supportive also has a key place on the team-building skills list.
● Problem-solving skills
In every team there are problems. No matter whether you are a team manager or an
employee, you have to learn to deal with conflicts in the most effective way.
Other essential abilities in the team building list for effective teamwork are
● Respectful
● Positive Attitude
● Relationship Building
● Responsibility
● Understanding of Feelings
 21st Century Skills-Basic Competency NC III: Lead small team

● Honesty
● Influencing

Learn and develop these teamwork skills because they are the basic answer to the question “How to
build an effective team?”

Up to Date Dissemination of Instruction and Requirements to

Members
Without communicating workplace policies, processes, and the company's mission and
principles, employers cannot reasonably expect employees to perform their job functions;
much less enjoy working for the company. Many employers provide employees with a job
description and then expect that they'll require a little more to do their jobs. However,
timely and regular workplace information conveys an important message from the
organization's leadership: The company cares enough about its employees to keep them
well informed about the organization and its direction.
1. Conduct mandatory all-staff meetings quarterly and departmental staff meetings at
least monthly, depending on the size of the organization, the business stage your
company is in, and the number and size of your departments. For example, it may
not be feasible to conduct all-staff meetings if your company has dozens of
employees who work in remote areas throughout the country. However, if your
 21st Century Skills-Basic Competency NC III: Lead small team

company is in the early stages of development, it's essential that you regularly
update staff and leadership on the organization's strategy, growth, and direction.
2. Email employees about updates to the company's intranet and require that
employees provide electronic signatures that indicate they have read and
understand critical updates. However, don`t overload employees with mostly
unnecessary emails. Advise a system for sending critical updates versus sending
updates that don't need immediate attention, such as marking critical e-mail
messages with a colored flag.
3. Post employee training materials on the company intranet and provide written
materials to supplement online training. Coordinate efforts with your IT department
to offer an online course, seminars, and workshops for mandatory leadership
refresher training, as well as optional coursework that employees can complete on
their own time.
4. Establish publication dates and submission deadlines for the company's newsletter.
Encourage management and employees to make contributions that benefit the
organization or enlighten co-workers on topics such as diversity awareness, safety
measures, announcements, and employee discounts. Consider mailing newsletters
to employees` home addresses to ensure they receive them and can read them at
their leisure.
5. Provide training to supervisors and managers on communication skills. mandate
leadership in areas such as how to conduct face-to-face meetings for discussing
employee performance evaluations and best practices for giving employees
constructive feedback. Distribute takeaways from leadership training so supervisors
and managers will have easy reference materials or can use the materials as cheat
sheets.
6. Revise employee handbooks at least once a year. get input from both HR and
employee committees on the type of information that employees need in their
handbooks. Also, get department managers and supervisors to review handbooks
before publication to benefit from a variety of perspectives

Facing Challenges as a Team

Leading means helping people identify and face challenges. Facing a challenge
is fundamentally different from solving problems. A challenge is stated in terms
of a question that asks, “How can we achieve that result we want to achieve in
the face of the obstacles we have to overcome?” Taking on a challenge
requires that you are committed to working together – as a team – and that
you stretch to use all your capabilities to reach the result you want to achieve.
Framing a challenge is one of the leadership tasks you will learn about in this
lesson. It requires you to scan your environment to understand all the factors
that will impact the results. It helps you align and mobilize your stakeholders to
achieve those results. It gives you a broader understanding of what you are up
against and what you need to learn and change. Facing a challenge compels
 21st Century Skills-Basic Competency NC III: Lead small team

you to reflect on your attitudes and behavior to discover which ones you need
to change in order to achieve significantly better results
Art of Listening and Treating Individual Team Members Concerns
The most successful business leaders understand the art of listening is key to effective
leadership. It is an art that can be acquired and developed, but only if you are willing to
commit time and resources to do it well.
Here are six effective forms of listening that will help get you started:
1. Show that you care
When you care about employees, they tend to work harder and aim to exceed your
expectations. Employees want to be led by those who genuinely care about who
they are and what they represent to the team and organization at large. Don`t just
view your employees as tools and resources for your own success - but as people
and valuation assets who bring unique capabilities and aptitudes not necessarily
limited to their job functions.
2. Engage Yourself
Beyond caring, engage yourself in matters important to your employees. When they
share their opinions, ask questions, and encourage them to elaborate and expand
upon their perspectives. When you engage yourself more actively, hold yourself
accountable and follow up with your employees, they will know that you are
listening, paying attention, and attempting to understand what matters most to
them.
3. Be Empathetic
The workplace is fueled by the stress and pressure of each day. Because every
employee manages stress and pressure differently, it is important that you are
empathetic to how these distractions impact employee performance. Express your
concern and show your employees that you feel their frustrations. Don`t be afraid to
express a sentiment or feel that it will weaken your stature or authority as a leader.
4. Don`t Judge Others
Leaders who judge others are not listening. Instead of judging someone, they could
be learning from them
5. Be Expansively Mindful
Great leaders are extremely mindful of their surroundings. They know how to
actively listen beyond the obvious via both verbal and non-verbal communication.
They acknowledge others via body language, facial expressions, and nods. These
types of leaders possess a tremendous degree of executive presence and are tuned
in to the dynamics that are taking place around them, at all times.
6. Don't Interrupt
 21st Century Skills-Basic Competency NC III: Lead small team

How many times has your leader rudely interrupted your train of thought? It's fair to
say this is a common occurrence. Compassionate leaders listen and don't interrupt
the flow of the dialogue. They embrace two-way communication and are aware that
with every interruption comes disengagement. They earn respect from their peers by
being a patient listener.

References
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communication-skills-for-leaders/
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listening-can-make-you-a-better-leader/#66d67e291756

Self-Check No. 2.1-1

Providing Team Leadership
Enumeration. Enumerate the following. Write your answer in the space provide d
1. Five important communication skills for leaders
2. The main Team building skills for effective teamwork
3. Effective forms of listening

Answer Key No. 2.1-1

Providing Team Leadership

1. Five important communication skills for leaders

a. Listening
b. Complementing
c. Delegating tasks clearly
d. managing meetings
e. positive verbal and non-verbal communication
2. The main Team building skills for effective teamwork
a. Good communication skills
b. Active listening
c. Collaboration skills
d. building confidence
e. creativity, creative thinking, and idea exchange
f. patience
 21st Century Skills-Basic Competency NC III: Lead small team

g. supportive
h. Problem-solving skills
3. Effective forms of listening
a. Show that you care
b. engage yourself
c. be empathetic
d. Don`t judge others
e. Be expansively mindful
f. Don't interrupt

Information Sheet 2.2-1

Assigning Responsibilities among members

Team Structure
Team comprises a group of people or animals linked to a common purpose. Teams are
especially appropriate for conducting tasks that are high in complexity and have many
interdependent subtasks.
A group in itself does not necessarily constitute a team. Teams normally have members with
complementary skills and general synergy through a coordinated effort which allows each
member to maximize his or her strengths and minimize his or her weaknesses.
Today we find all kinds of teams in society, and they generally fall into one of two primary groups:
permanent teams and temporary teams. Here are some of the common types:

1. Task Force - a temporary team assembled to investigate a specific issue or problem.

2. Problem Solving Team - a temporary team assembled to solve a specific problem.
They are typical of 5 to 12 people from the same field/department who meet for a
few hours each week to discuss ways of improving quality, efficiency, and the work
environment.
 21st Century Skills-Basic Competency NC III: Lead small team

3. Product Design Team - a temporary team assembled to design a new product or

service.
4. Committee - a temporary or permanent group of people assembled to act upon
some matter
5. Work Group - a permanent group of workers who receive direction from a
designated leader.
6. Work Team - (also called Self-Directed Work Team or Self-Managed Work Team) - an
ongoing group of workers who share a common mission and collectively manage
their own affairs within predetermined boundaries.
7. Quality Circle - (today also under various other names) - a group of workers from the
same functional area who meet regularly to uncover and solve work-related
problems and seek work improvement opportunities.
8. Virtual Teams - As the way we work changes radically, the evolution of teams is also
undertaking a radical leap. The virtual team is the current reality in the emergence of
new team structures. Such teams are formed where people are no longer co-located,
or necessarily operating at the same time or in a shared process (i.e. telework,
collaborative teams, virtual teams, etc). With the event of the World Wide Web and
the emergence more recently of interactive satellite networks, the visual team has
taken on many shapes. Like conventional teams, this form of team exists to serve a
real purpose.
The reason for their existence can abound. Some of the core reasons for virtual
teams include:
● Global operations make it impossible for team members to meet in a physical
sense;
● Teams involve members from multiple organizations as organizations
increasingly work outside their own operational boundaries;
● Virtual can be quicker;
● Virtual meeting have evolved with the technology and now some advanced
technology and applications operate better in a cyber environment than a
meeting room;
 21st Century Skills-Basic Competency NC III: Lead small team

● The virtual network is harnessing emerging technology (wireless application,

high-speed two-way satellite connection) to form new ways to organize work
and people;
● The right people can be sourced when they are available, wherever they are
available.

Stages of Team Development

Understanding these stages is a good point to begin our journey in understanding team
problems.
1. Orientation (Forming) - This is simply the bringing –together of a group of
individuals. At this stage, members are:
● moderately eager
● have generally positive expectations
● have some anxiety about why they are there and what it all means
● have some anxiety about other members such as who they are and what they
are like
During orientation, the work output is generally low as members are focused
on defining the goals and task, how to approach it, and what skills are
needed. The length of this stage will depend on how clearly the task is
defined. Groups with simple tasks will move through orientation quickly, but
groups with complex goals and tasks may spend much longer in this stage.
This is an important stage because it serves to clarify the team`s mission and
bond team members. Teams that pay attention to building relationships as
well as focusing on tasks tend to do better than those that skip over
relationship building. Teams, after all, are made up of people who must work
cooperatively for a successful outcome.
2. Dissatisfaction (Storming)
This stage is characterized by:
● argument
● conflict
● a dip in morale
It results from differences between initial expectations and the reality of the
situation as perceived by the members. Members may have varying opinions of what
the group was to do and how to accomplish it. Members are also beginning to
confront the differences in their personalities and values, a condition that is present
anytime strangers meet. Members may feel anger or frustration with the tasks or
with other members or may even resent the presence of formal leadership.
Generally, the dissatisfaction stage is relatively short. Some groups, however, may
become stuck in this stage and continue to be both demoralized and relatively
 21st Century Skills-Basic Competency NC III: Lead small team

unproductive. In the worst cases, some groups never emerge from this stage and, if
possible, disband in frustration.
3. Resolution (Norming) - This stage in the group`s development involves the:
● resolving of issues
● setting up group processes
● setting of group policies, procedures, and values
● increasing production
Members are now resolving differences and clarifying the mission and roles. Members are
less dissatisfied as in the previous stage because they are now learning more about each
other and how they will work together. They are making prog developing tools to help them
work better together such as a problem solving process, a code of conduct, a set of team
values, and measurement indicators.
Member attitudes are characterized by decreasing animosities towards other members;
feeling of cohesion, mutual aspect, harmony, and trust; and a feeling of pleasure in
accomplishing tasks. The work is characterized by slowly increasing production as skills
develop. The group is developing into a team.
4. Production (Performing) - The team is accomplishing work effectively. Production is
high and the climate is positive. Member attitudes are characterized by positive
feeling and eagerness to be part of the team. Members are confident about the
outcome, enjoy open communication, exhibit high energy, and disagreement is
welcome and handled without emotional conflict.
Although work is being accomplished through all the stages, this stage reflects the
work being accomplished through all the stages, his stage reflects the work being
accomplished most effectively
5. Termination - In the case of temporary teams such as task forces, design teams, and
problem solving teams, a fifth stage reflects the ending of the process.
Depending on the team's success in accomplishing its task and how strongly the
members have bonded, this stage may reflect either a sense of loss or relief. When a
team ends, time should be spent addressing how it should be done to properly
recognize the team's accomplishments.
 21st Century Skills-Basic Competency NC III: Lead small team

Self-Check No. 2.2-1

Assigning Responsibilities among members
1. This team is temporary assembled for a specific issue or problem
a. Task force
b. Problem-solving team
c. Product design team
2. This team is also called Work Team where an 0n-going group of worker who
share a common mission who collectively manage their own affairs within
predetermined boundaries
a. Self-Directed work team
b. Problem-solving team
c. Virtual Team
3. Arrange the following stages of team development by putting numbers 1 to 5
_ Production (Performing)
_ Orientation (Forming)
_ Termination
_ Dissatisfaction (Storming)
_ Resolution (Norming)
4. Understanding stages of team development is a good point to begin our
journey in understanding team problems. True or False
5. A _________ normally have members with complementary skills and
generate synergy through a coordinated effort which allows each member to
maximize his or her strengths and minimize his or her weaknesses.
a. group
b. team
c. organization

Information Sheet. 2.2-2

Team Roles
Almost all team activity falls under two main topics: task accomplishment and
team building. Task accomplishment is any activity that accomplishes work
 21st Century Skills-Basic Competency NC III: Lead small team

and moves the team toward its mission. Team building is any activity that
builds and strengthens the team as a team. The experts agree that teams that
focus on both sets of activities tend to be stronger and more successful over
time.
Team Operating Processes
To accomplish tasks effectively and efficiently, good teams develop operating processes.
These are agreed-upon ways, such as sequential steps, to perform work, communicate,
meet, arrive at decisions, problem-solve, resolve differences, apportion work, schedule
activities, and more. For clarity, and to aid understanding, a team operating process is
usually written or displayed.
One example of a team operating process might be a step-by-step method for solving
problems as shown below:

Team Task Roles

Team task roles are those roles that members assume, either consciously or unconsciously,
that move the team forward in accomplishing its tasks and mission. These roles are of vital
importance in good team functioning.
1. Initiator - suggests new ideas to the group
2. Formation Seeker - seeks clarification of issues in terms of their factual adequacy
3. Opinion Seeker - seeks clarification of the values pertinent to the issue, rather than
facts.
4. Information Giver - offers facts or other “authoritative” information
5. Opinion Giver - offers belief or other value-bed ideas
6. Elaborator - spells out suggestions in terms of examples or developed meanings
7. Summarizer - pulls together ideas, concepts, and group decisions to help the group
identify where it is in its thinking
8. Coordinator-Integrator - clarifies and integrates relationships between various ideas,
suggestions, and people
9. Orienter - defines the positions of the group with respect to its goals.
 21st Century Skills-Basic Competency NC III: Lead small team

10. Disagreer - takes a different point of view, argues against it, and implies an error in
fact or reasoning.
11. Evaluator-Critic - subjects the accomplishment of the groups to some set of
standards. Questions the “practicality”, the “logic.” the “facts,” or the “procedure”
12. Energizer - prods the group to action
13. Procedural Technician - performs routine tasks related to group functioning
14. Recorder - keeps a written record of the groups work

Team Building
Team building is any activity that builds and strengthens the team as a team. For teams to
function optimally over the long term, building team spirit, enthusiasm, cohesiveness, and
camaraderie are vitally important. Unfortunately, these activities have been deemed less
significant to the system activities of tasks accomplishment, so little emphasis has been
placed on team building.
Team Values
Our values are those beliefs that we possess that help us to make decisions such as right from
wrong, good from nad, or normal from not normal. These values come into play each time we
interact with others, and are the source of rich discussions or significant conflict.

Our values reflect our teachings from our family, friends, schools, mentors, and media. When we
form teams, we must understand that each team member brings a unique value system to the table.
These learned insights on life add important information to team discussions, but their differences
are frequently the source of conflict. So understanding how values affect team member relationships
is a critical piece of the team building puzzle.

Team Operating Principles

As opposed to operating processes that deal with task accomplishment, team operating
principles are standards of behavior that build and strengthen the team. Team members
discuss how they will behave with each other, then formalize their results in a set of
standards or a Code of Conduct.
For example, one teams`s Code of COnduct included the following:
● Respect the opinions of others
● Allow equal participation in discussions
● Take responsibility for what is going on in the team, and take action when needed.
Teams will inevitably experience difficulties and conflict, but having a basis for dealing with
the interpersonal issues will help to protect the team and allow it to grow.
The Six Team Building Roles
Team building roles are those carried out by members, either consciously or unconsciously,
that tend to build the team`s interpersonal relationships, cohesiveness, and spirit. They are
vitally needed roles that play a large part in maintaining team performance over the long
term. These roles include:
1. Encourage - praises other members' contributions to the team.
 21st Century Skills-Basic Competency NC III: Lead small team

2. Harmonizer - mediates differences between other members.

3. Compromiser - offers a compromise during disagreements or conflicts by yielding
position or admitting error.
4. Gatekeeper - regulates the flow of communication, particularly in meetings, by
encouraging the participation of those less inclined to participate and quieting those
who are overly talkative.
5. Standard Setter - expresses standards for the team regarding its operation.
6. Group Observer - Observes and reports back to the team on its group dynamics.

Self-Check. 2.2-2
Team Roles
A. Matching Type. Team Roles

_________ 1. His role is to suggest new ideas to the group a. Initiator

_________ 2. He seeks clarification of the values pertinent b. Information Seeker

to the issue, rather than facts. c. Opinion Seeker

_________ 3. He keeps a written record of the group's work d. Information Giver

_________ 4. He takes a different point of view, argues against it, e. Opinion Giver

and implies an error in fact or reasoning f. Elaborator

_________ 5. His role is to clarify and integrate relationships g. Summarizer

between various ideas, suggestions, and people h. Coordinator-Integrator

Disagreer

i. Recorder

B. TRUE OR FALSE. Write true if the statement is correct and false if the statement is not
correct.

_________ 1. Team building roles are those carried out by members, either consciously or
unconsciously, that tend to build the team`s interpersonal relationships, cohesiveness, and
spirit.

_________ 2. Teams will not experience difficulties and conflict, but having a basis for dealing
with the issues will help to protect the team and allow it to grow.
 21st Century Skills-Basic Competency NC III: Lead small team

_________ 3. Team accomplishment is any activity that builds and strengthens the team as a
team.

_________ 4. The driving force of every team is a clear mission and vision.

_________ 5. To accomplish tasks effectively and efficiently, good teams need not to develop
operating processes.

Information Sheet. 2.2-3

The Challenge Model
The challenge model offers a systematic approach for working together – as a
team – to identify and face one challenge at a time and achieve results. The
model leads you through a process of forming a commitment to a shared
vision that contributes to realizing your organization’s mission, defining and
owning a challenge, prioritizing actions for implementation, and carrying out
the work plan to achieve results
 21st Century Skills-Basic Competency NC III: Lead small team

How to Use the Challenge Model

Step 1. Review your organizational mission and strategic
priorities
With your team, form a common understanding of your organization’s mission
and

strategic priorities. This understanding will help you shape your vision and
make sure that it contributes to the larger organizational priorities.
Step 2. Create a shared vision
Work with your team to create a shared vision of the future you want and that
contributes to accomplishing the organization’s mission and priorities. This
shared vision serves to inspire the team to face each new challenge
 21st Century Skills-Basic Competency NC III: Lead small team

Step 3. Agree on one measurable result

Pick an aspect of your shared vision and create one measurable result that you
all want to achieve. This measurable result is what will drive your work.
Because it is measurable, it allows you to monitor and evaluate your progress
toward achieving it.
Note that finalizing the result is an iterative process. As you learn more about
the current situation and the obstacles you need to overcome, you may need
to adjust your state so that it is appropriate and realistic
Step 4. Assess the current situation
Scan your internal and external environments to form an accurate baseline of
the realities or conditions that describe the current situation in relation to your
stated result
Step 5. Identify the obstacles and their root causes
Make a list of obstacles that you and your team will have to overcome to reach
your stated result. Use root cause analysis tools to analyze the underlying
causes of these obstacles to make sure you are addressing the causes and not
just the symptoms.
Step 6. Define your key challenge and select priority
actions
State what you plan to achieve in light of the root causes of the obstacles you
have identified. Then select priority actions that you will implement to address
the root causes of the obstacles
Step 7. Development of an Action plan
Develop an action plan that estimates the human, materials, and financial
resources needed and the timeline for implementing your actions
Step 8. Implement your plan and monitor and evaluate
your progress
Provide support to your team in implementing the plan, and monitor and
evaluate your progress toward achieving your result

Assume Leadership
No matter if the team is one you’ve chosen or not, you are the team leader.
This means you must lead, even if your team members are more senior, more
skilled, or higher up on the organization chart. Teams cannot be led by
committees. Kick off your team with an interactive meeting in which you set
 21st Century Skills-Basic Competency NC III: Lead small team

the tone-making sure that no one dominates and that everyone participates.
Depending on your resources and the nature of the team, it may be
advantageous to use a skilled facilitator for this first meeting. Make sure you
adhere to good meeting practices: have an agenda, take minutes, note action
items and those responsible for them, and so on. As the leader, you must be
merciless about members’ meeting their commitments. If issues do occur,
discuss the difficulty in private with the member, with the member’s
supervisor, or even with the customer. Remove members from the team if
they repeatedly fail to meet commitments. It is not fair to participating
members to make them carry an unproductive coworker.

Plan
A good team leader is always planning and re-planning. Begin by deciding on
your final product. Is it a report, a briefing or a spreadsheet? Bullet charts with
appended notes are easily produced and more easily absorbed by busy
customers than a long report. It can be very helpful to draft a final brief on the
first day of the team’s work, possibly even at the kickoff meeting if the
schedule is short. This immediately sets the tone of what the team must
produce and what is outside the scope of the team's work. It also provides for
work assignments for each team member and reinforces the need to produce a
tangible product.
As the leader, you must understand and track your budget, including travel. If
it is not sufficient to meet the charter, you must re-scope or find more money
as soon as possible. Be sure, from the outset, that all team members
understand the entire budget and their allotted portion.
Of course, you must also plan – and possibly re-plan—your schedule. Make a
determined effort to stick to the original schedule. No one—not the customer,
not the team members, not you—will be happy about a schedule that keeps
slipping. If a schedule slip seems imminent, consider de-scoping or deferring
the additional work to a new team or to subsequent review. For example, if a
technical review begins finding cost irregularities, stick to the technical review
and set up a separate cost review team or postpone the cost review until after
the technical review is complete. Any out-of-scope effort your team thinks is
needed should be recommended in the out brief. Work with the team and the
customer to determine if partial results delivered on time are better than a
more complete product delivered too late to have an impact.
 21st Century Skills-Basic Competency NC III: Lead small team

Communicate
Communicating constantly may be the most important of all the leader’s
activities. Make sure each team member has access to every shred of
information you create or receive. No team member should be able to say,
“but you never told me….” Set up lists for voicemail, e-mail, and documents.
Use delivery confirmation to ensure the e-mails arrived at their destination.
Encourage members to copy their inputs to the entire team, and if they don’t
you immediately forward them to each member. Have short but frequent
status meetings with the team and with the customer. Invite the entire team
to the team meetings, and be honest about current and potential difficulties.
Ask the members their opinions, and consider what they say carefully, taking
into account their different communication styles. Develop an ingrained habit
of asking yourself, “Have I let everyone know what happened today?”

Lead
Okay, you’re the leader – now lead. This is harder than it sounds, and there are
many articles and books that discuss leadership. Don’t be intimidated by team
members more senior or more skilled than you or by insistent or aggressive
members. A very important part of leadership is to work hard. Set an example
of the dedication and high-quality products you expect from the team. Figure
out a vision and methodology, discuss it with each member individually, then
help the tea, and modify it as needed. A leader must make decisions, if you are
communicating regularly with the team, they will understand why you made a
decision even though they may not agree with it. Make sure you take charge of
meetings and everyone’s voice is heard.

Delegate
Delegating increases your productivity and leverages your resources. Don’t do
the work of the team members. They are responsible for meeting their
commitments, and if you are doing your job of planning, leading, and
communicating, they will do theirs. However, do sanity checks. Make sure
interim products are of the expected quality and are delivered on time. Ask the
specialists questions to make sure they did their homework, if they are
convinced their investigation or analysis is correct, accept their inputs even if
you disagree with them. On a team of professionals, peer pressure will almost
always ensure accurate results from an individual. If a member really doesn’t
perform, you may need to re-scope or even replace him/her, always in
 21st Century Skills-Basic Competency NC III: Lead small team

coordination with the customer. Try to complete the team’s remaining tasks
on schedule, even if subsequent work is needed to fill in what the non-
performing member didn’t complete.

Consult
Discuss your plans, and progress with your customer, your boss, your
coworkers, and with others who have led teams. If your team encounters a
difficulty, look for advice and possible solutions. You will get better advice if
you communicate the difficulty precisely. Search for recent activities or studies
that can be useful to your team. Don’t reinvent the wheel. Listen carefully to
all inputs, but don’t feel obligated to implement any suggestions that don’t feel
right to you. Trust your instinct. Do be cautious about discussing preliminary
results outside the team. It may be very difficult to communicate the final
results if the earlier ones are found incorrect

Work
Good leaders must work hard. Do whatever it takes. Read documents. Type.
Go pick up carryout lunches. Sometimes you have to make the coffee before
you can make an impact. Set the example of hard work for the team and you
will be gratified at the results.
If at all possible, “blitz” the task. This means dedicating the team to the task for
a specific length of time. A small investigation team can get an amazing
amount of work accomplished in a week, especially if they draft the out brief
on Monday morning and schedule the out-brief presentation for Friday
afternoon. And don’t visit or check with their offices during the time the team
is working.
Stick to your scheduled status meetings. Even on longer duration teams, keep
working on the out brief. This immediately tells you where your results are
incomplete or where re-scoping is needed.

Give Credit
All of us have had experiences where our hard work was not acknowledged or
someone else got credit for it. Make sure your team member doesn’t have that
experience. Always remind the customer and all audiences who the team
members are, verbally and in all written products. Say “we” and “our team”.
Team members who feel responsible, and everyone benefits. Say “thank you”
a million times. Saying thank you for a small effort helps to guarantee that your
 21st Century Skills-Basic Competency NC III: Lead small team

request for a larger effort will be successful. At the end of the team’s task,
write formal, individual thank-you letters—not e-mails—with copies to
appropriate higher-ups in the individual’s management chain. Even if you felt
the member could have done a better job. Say thank you for what was done
well. Negative feedback should be given verbally in almost all instances unless
it is a repeated offenses

…And Everybody Wins

Leading a team is a professional opportunity to learn, contribute, and advance
your career. It expands your professional network and enhances your
knowledge and experience base. If you carry out your leadership duties well,
the team members will have spent their time productively. You’ve helped to
ensure that the team’s results are on time and of high quality. Best of all, you’ll
have a delighted customer who is very satisfied with the team’s work

Task sheet 2.2-3

Title: Use the challenge Model
Performance Objective:
To stimulate new thinking, best practices, and mutual team support
Supplies/Materials:
Paper, Pens or pencils
Steps/Procedures
C. Create a 3-member group
D. Assume that you are one of the Board members of Company
E. Review your organizational mission and strategic priorities
F. Create a shared vision
G. Agree on one measurable result
H. Assess the current situation
I. Identify the obstacles and their root causes
J. Define your key challenge and select priority actions
 21st Century Skills-Basic Competency NC III: Lead small team

K. Develop an action plan

L. Implement your plan and monitor and evaluate your progress
Assessment Method
Performance Criteria Checklist 2.2-3

Performance Criteria Checklist 2.2-3

Criteria
YES NO
Did you …
1. Review your organizational mission and strategic
priorities
2. Create a shared vision
3. Agree on one measurable result
4. Assess the current situation
5. Identify the obstacles and their root causes
6. Define your key challenge and select priority
actions
7. Develop an action plan
 21st Century Skills-Basic Competency NC III: Lead small team

8. Implement your plan and monitor and evaluate

your progress

Information Sheet. 2.3-1

Setting Performance Expectations for Team Members
Knowledge and Skill in Setting Individual Performance
Target/Expectation
Setting expectations for your employees is an essential responsibility that many business owners
gloss over. Clear employee expectations benefit not only your staff, but your business as a whole.

It is important to set clear employee and performance expectations for each new person during the
onboarding process. Be specific and clear as to what the expectations are and how you will measure
them. Performance expectations should be measured by the company and communicated by
management or leadership.

Performance expectations go beyond a job description and include a range of expected outcomes -
for example, the impact of the work on the organization, expectations on the level of service
rendered to clients and co-workers, and the organizational values demonstrated by the employee.

Steps to set expectations for new and existing staff members

To improve the chances of employees meeting or exceeding your expectations follow these steps
when you plan and set them.

1. Determine what your expectations are.

Before you can have a conversation with your staff members, you need to have a
conversation with yourself and write down what your realistic expectations are.

For example, you can expect staff members to do the following:

● Complete projects within the given timeframe.

● Have a positive attitude
● Take initiative in starting new projects and coming up with new ideas that can
benefit the company.
● Come to work on time
● Follow the dress code
● Remain professional at all times when communicating with clients and other staff
members
● Follow up with clients within two business days
● Respect each other
2. Minimize confusion by making expectations clear.

Clear communication from leaders is imperative for success. If staff members don't fully
understand what you expect from them. It will be difficult for them to meet your
expectations. You can do these things to make them clear:

● Lay out exactly what your expectations are in paperwork for new hires.
 21st Century Skills-Basic Competency NC III: Lead small team

● Provide existing employees with a digital or print guide as an amendment to your

employee handbook or their job responsibilities.
● Don't just hand staff members your expectations guide - meet with them to discuss
what they are.
● Address any questions employees have about your expectations
● Ensure they understand what your expectations are
3. Let staff members know why your expectations are important

When employees understand why expectations are important, it can help them see the
bigger picture and feel like their role in the company matters

● Don't just tell staff members what your expectations are - communicate why they
are important.
● Help staff members see how the company as a whole can benefit when they meet or
exceed your expectations
● Beyond communicating the importance of your expectations, break down the “wy”
in as much detail as possible to minimize confusion.
4. Provide examples of why expectations are important.

Offer concrete examples as to why you`ve set certain expectations, and explain to your team
how these expectations connect to the big-picture goals of the company.

● Being on time for work ensures operations run smoothly.

● Adhering to the dress code casts the company in a professional light among
customers
● Displaying attitude at work helps employees deal with stress and keeps morale up.
5. Get an agreement and commitment.

Formalize the expectations by requiring employees to sign off on them. When employees
sign off on your expectations. It makes them feel more serious. In the event they don't meet
your expectations, you will have the documentation to hold them accountable and make a
case as to how they have fallen short of the agreement.

Team member Duties and Responsibilities

Each team member has a role to play on the team, defined by skill set and experience. Some
might be optimists, providing encouragement, innovative ideas, and positivity, while others
will be more pragmatic and encourage definable goals and structure. The point is that all
roles have their own value in the collaboration of a team. Here are some general roles and
responsibilities for a team member:
● Actively participating
● Be an active listener
● Take notes
● Complete tasks and assignments

Employee Policies and Procedures

Employee policies and procedures are descriptions of how all employees, regardless of the job
description or title, are expected to conduct themselves. Employee policies and procedures are
typically developed by a company's human resources (HR) department and distributed to all
employees in the form of a handbook. Employees are expected to use this handbook as a guide,
 21st Century Skills-Basic Competency NC III: Lead small team

referring to it often to find information on the company, as well as guidelines on vacation, sick time,
and pay.

● Corporate Mission Statement

While most employees are aware of a company's general mission upon getting hired, the
precise details should be spelled out and distributed to each employee. Mission statements
include things such as sales goals and marketing initiatives, where a company has been, and
where it hopes to go. This should include the top management vision of the company

● Conduct Expected from Employees

All employers have to set general policies regarding employee conduct. That includes
guidelines on what is considered appropriate behavior between employees, as well as
employees and managers and employees and customers. This section will also include
information on absenteeism, insubordination, and all areas of employee conduct.

Example: Employees are expected to report to work as scheduled and on time. If it is

impossible to report for work as scheduled employees must call their manager before their
starting time.

● Vacation and Sick Time

Most companies offer vacation and sick time to their employees. Much of the time, vacation
is based on an employee`s experience, with those who have spent more years at the
company receiving more time. Sick time also varies, and an employer must detail such
policies, as well as whether or not employees will be compensated during vacation and sick
time.

Example: New full-time employees will receive a pro-rata number of vacation days based on
one day for each month worked in the hired calendar year, not to exceed 10 days

● Employee Compensation Policies

Employees have a wide range of pay, but those who work for the same company are often
paid on the same day. Policies and procedures must outline when employees will be paid,
whether it be once a week or twice a month. Employees also need to be made aware if
direct deposit is available, as well as the guidelines on bonus pay and reimbursement for
mileage and other work-related expenses

Example: Employees are paid on the 1sst and 15th of the month.

● Health Benefits Policies

Companies that offer health benefits need to include key aspects, such as pricing for
individuals and families, in their list of employee policies and procedures. Many companies
also have a mandatory waiting period of anywhere from 30 to 90 days before benefits
become available to an employee.

Example: Full-time employees their spouses and eligible dependent children are eligible for
health benefits on the first day of the month following 30 days of continuous employment

● Employee Retirement Packages

 21st Century Skills-Basic Competency NC III: Lead small team

Programs such as 401K and other forms of retirement are another important aspect of
employee policies and procedures. companies must provide information on the different
types of options available.

● Other Policies and Procedures

Employee policies and procedures should consist of every imaginable situation and topic,
ensuring that employees understand all aspects of working for a company. That includes
policies on acceptable attire, safety, termination and resignation, working from home, and
overtime.

Defining Performance Expectations Criteria

While the list of Major Job Duties tells the employee what is to be done, performance
standards provide the employee with specific performance expectations for each major
duty. They are observable behavior and actions which explain how the job is to be done,
plus the results that are expected for satisfactory job performance standards to
communicate expectations. Some supervisors prefer to make them as specific as possible,
and some prefer to use them as talking points with the specificity defined in the discussion.
Keep in mind that good performance typically involves more than technical expertise. You
also expect certain behaviors (e.g. friendliness, helpfulness, courteousness, punctuality, etc.)
It is often these behaviors that determine whether performance is acceptable. Performance
standards are:
● Based on the position, not the individual
● Observable, specific indicators of success
● Meaningful, reasonable and attainable
● Describe “fully satisfactory” performance once trained
● Expressed in terms of Quantity, Quality, Timeless, Cost, Safety, or Outcomes
In determining performance standards, consider the following:
● What does a good job look like?
● How many or how much is needed?
● How long should it take?
● When are the results needed?
● How accurate or how good is acceptable?
● Are there budget considerations?
● Are there safety considerations?
● Are there legislative or regulatory requirements that require strict adherence?
● Is there a behavior that is expected in your department to promote teamwork,
leadership, creativity, and customer service?
● What results would be considered satisfactory?
● What condition will exist when the day is well performed?
● What is the difference between good and poor performance?
 21st Century Skills-Basic Competency NC III: Lead small team

Self-Check No. 2.3-1

Setting Performance Expectation for Team Members
True or False. Write TRUE if the statement is correct on the space provided, otherwise write
FALSE.
_______1. It is important to set clear employee and performance expectations for each new
person during the onboarding process.
_______2. Employee compensation policies should be included in defining performance
expectation criteria.
_______3. Performance standards are based on the individuals, not the position
_______4. Performance expectations go beyond a job description and include a range of
expected outcomes
_______5. Performance standards are observable, specific indicators of success,

1. TRUE
2. FALSE
3. FALSE
4. TRUE
5. TRUE
 21st Century Skills-Basic Competency NC III: Lead small team

Task sheet 2.3-1

Title: Setting performance expectations for team members
Performance Objective:
You are required to set performance expectation criteria for a team
member.
Supplies/Materials:
Paper, Pens or pencils
Steps/Procedures
1. Make research on the duties and responsibilities of a particular
post in a company.
2. On a piece of paper, set performance expectation criteria of the job
post that you have researched following this format.
 21st Century Skills-Basic Competency NC III: Lead small team

3. Submit your work

Assessment Method
Performance Criteria Checklist 2.3-1

Performance Criteria Checklist 2.3-1

Criteria
YES NO
Did you …
1. Based on the position, not the individual?
2. Observable, specific indicators of success
3. Meaningful, reasonable, and attainable
4. Describe “fully satisfactory” performance once
trained
 21st Century Skills-Basic Competency NC III: Lead small team

5. Expressed in terms of Quality, Timeliness, Cost,

Safety, or Outcomes

Information Sheet No. 2.4-1

Supervising Team Performance
Knowledge and skills in Monitoring Team member Performance
Tracking team member performance is important. Talented employees want feedback to help them
grow and improve, but beyond that, it simply makes sense to keep track of what's going on at your
business.

However, quantifying and measuring performance metrics is easier said than done. Traditional
metrics such as productivity can present a moving target and can often be misleading. As Jeff Haden
notes in an article for Inc, “measuring is important but measuring what you need to measure and
measuring it the right way is critical.”

There are a number of different methods to choose from for tracking performance metrics. The
Houston Chronicle outlined regular appraisals, productivity tests, 360-degree feedback, and
management by objectives as a few common forms of measuring individual performance metrics.

Certainly, a number of metrics can be used when it comes to tracking how team members are doing,
and the most effective ones will depend on your business and on different team member roles.

Here are five metrics for measuring team member performance

1. Attendance

First and foremost, it is important to look at whether a team member shows up to work or
not. Attendance is definitely work tracking. We've talked about using time and attendance
data for company growth before, but team attendance can be a useful performance metric
as well. Automating time and attendance is a great way to keep an eye on things. If a team
member is consistently showing up late, leaving early, or taking an unusual number of sick
days, they`re likely not showing their full potential.

Poor attendance can be caused by many things, including a lack of motivation, health issues,
or burnout. There are a number of indirect costs of absenteeism, such as the extra pressure
put on other team members who have to make up for missing coworkers, which can affect
work quality and safety. Furthermore, if your organization is understaffed and team
members are overworked in general, it's best to address the problem as soon as possible to
avoid putting team health and well-being at risk.

2. Helpfulness

We love helping our clients, so it isn't surprising that we'd aim to include helpfulness on a list
of team member performance metrics. Joshua Konowe of Konowe and Associates told All
 21st Century Skills-Basic Competency NC III: Lead small team

business Experts that helpfulness is a key performance metric at his company: “At our
company, we ask: `Who in your department )or another department) has been the most
helpful over the past six months to you and your operational role?”

He adds that posing this question to team members is “a great motivator, is totally
anonymous, and identifies the real doers in the company–not just what management
believes, “Helpfulness is important for fostering a culture of teamwork, allowing your team
to perform better when tackling difficult tasks together. It might be difficult to measure
helpfulness, but Konowe`s method is a great place to start

3. Efficiency

Team members need to be able to complete their work on time. They should have a good
handle on the limitations provided by the time and resources available and should be able to
prioritize getting things done as efficiently as possible. Look for a missed deadline or work
that suffers as a result of cramming for deadlines for clues as to how efficient a team
member is working.

Attendance is important here too: if you see a team member clocking large amounts of
overtime every day, you may need to speak to them about time management.

4. Initiative

It's nice when those you work with ask what's needed and where they can help. It is even
nicer when they see a need and take steps to meet it on their own. An employee that takes
initiative is definitely a sign of team satisfaction and engagement.

Looking at team members who take initiative is also important for growing businesses and
for a rapidly changing workplace that requires people who can adapt and be proactive.
Initiative-taking is definitely a difficult metric to measure, but a good place to start would be
by keeping track of the times you see a team member taking initiative, either with a nifty
app or with a good old-fashioned pen and paper.

5. Quality

The quality of work your team members put out is perhaps the most important metric, but it
is also the most difficult to define. Team members who care about what they do and are
engaged at work will likely perform better, and it's a good idea to recognize the resulting
achievements.

Productivity is more complex than simply looking at the number of sales calls put out or the
number of blog posts published. How many meaningful connections did your salesperson
actually make with the new leads? How much of your content actually gets viewed and
shared by your audience? One suggestion is to measure the amount of work that gets
rejected or needs to be redone as a proxy for the quality of work, but it's best to pick and
design the method that suits your business best.

Monitoring Team Operation to Ensure Client Needs and Satisfaction

To drive your team toward achieving improved results you will need to monitor their performance.
Doing this in a way that is both empowering and data-driven, and not intrusive and
counterproductive is challenging.
 21st Century Skills-Basic Competency NC III: Lead small team

The first rule to monitor team performance is to properly gauge a given group's characteristics; try
and sense the degree to which the team and individuals within it can withstand scrutiny, without
becoming overly stressed, paranoid, and feeling spied upon and mistrusted. To do this, try to focus
on measuring activities that will help optimize team performance. Then try to quantify the period of
time in which you can live with a decline in these activities and when such a decline would indicate a
behavioral pattern as opposed to an anomaly.

Measuring Process Determinants

Some information is harder to come by than others. Is a certain team member someone colleagues
can turn to when they need to consult, brainstorm, etc.? Can this worker be a negative influence on
co-workers in times of turmoil and change?

Here are a number of methods designed to help you gather this type of information:

● Real-time Monitoring - Adopting an approach that relies on real-time data streaming and
updates is key here. Set a procedure through which you get information on KPI@s in real-
time, instead of at the end of a designated time period. Setbacks in performance can
indicate problems that might enable you to expose deeper issues within the team or its
members. If the KPIs you are measuring are self-reported. don't wait for annual or quarterly
reviews; chances are that this data will lose relevancy and become unactionable. Enable
your employees to self-report progress at all times (e.g. via daily, easy-to-complete tasks on
an online tracking system). This way you can try to correct whatever went wrong along the
way.
● Conduct workarounds - Not only in quantum physics but also in psychology, the spectator
can change the system he`s observing. Therefore, observing work processes as a manager is
only advisable if you can blend in and disappear. Since this is normally not the case, opt for
second opinions on your worker and team performance from various stakeholders; clients,
suppliers, colleagues from other teams, etc. Try to make sure you collect hard information
and not data that is difficult to validate. Lastly, don`t jump to conclusions based on your
observations. Approach providing negative feedback in a more sophisticated way, and let
employees provide feedback on monitored performance.
● Mashup - Finally, try to take in as much data as possible (hard-fact-KPI and other kinds). Let
it trickle down and don't jump to conclusions. Make sure to keep employees in the loop.
They should know when you feel you are ready to evaluate whether they are working
harmoniously with their team towards achieving common goals.

Methods of Monitoring Performance

Monitoring employee performance works best with an established routine. Carry out regular one-to-
one meetings, team meetings, or recording performance data. Monitoring styles need to be adapted
to suit the situation and individual.

Performance monitoring can have a big impact on organizations, teams, and individuals. Under-
management can lead to a lack of direction and isolation, and micro-management can cause
frustration and resentment. Finding the right balance is essential for success.

Monitoring methods:

1. Observe your team

 21st Century Skills-Basic Competency NC III: Lead small team

One of the most effective and straightforward ways to monitor performance is observation.
Watch how they interact with one another, with you, and with the clients/customers (If you
have any). By simply observing an employee you can see what their strengths and
weaknesses are. Rather than spending time in an office or a separate section of the building,
it can be really beneficial for managers to spend time with their team and interact with their
team and interact with them in the office or working environment.

Likewise, if a team member is struggling with a task, it can be very beneficial to go through it
with them. By observing how they are attempting to complete it you will be able to identify
ways they can improve and communicate how they could do it better.

2. Create work plans

Within regular one-to-one meetings a work plan should provide focus. Work plans should be
created in consultation with the employee and include clear tasks, timescales, and the
resources required. Each one-to-one should include a discussion of the work plan. What
progress has been made since last time? Did they meet their targets? If not, why?

Listen to the feedback you are given. Ask questions and encourage the individual to consider
how they can work effectively and reach their potential. make sure the employee is aware
they are accountable for their actions. Engage them in deciding and agreeing on targets and
timescales for their work plans.

3. Encourage the use of self-monitoring tools

Project plans, checklists, and activity logs are all great ways of monitoring performance. This
is beneficial not just as a tool for project management but also s employees themselves can
monitor their own goals and deadlines

4. Carry out regular reviews

By regularly checking in with employees you can begin to create a strong understanding of
strengths and weaknesses. If they are struggling to achieve a particular goal but regularly
achieve others, would it be worth adjusting their work plan and concentrating on areas they
perform well in? Do they require training? Perhaps they would benefit from a metro or
world work better in a team? By reviewing progress regularly you will be able to pick up on
these subtleties and provide your employees with the support and guidance they need to
reach their potential for themselves and the organization.

5. Feedback

Give and encourage feedback as often as possible. Don't wait until meetings, one-to-one,
and reviews. Encourage your team to come and speak to you and keep them motivated by
keeping on top of their progress and letting them know when they are doing well, Always
remain constructive.

Informal/Formal Counseling Skills

Coaches in the workplace help their employees to set measurable goals and to move toward them in
a clear fashion. They support the employee in attaining the desired outcome, which may be greater
productivity, increased performance, a promotion, etc. This is different from counselors who strive
to assist the employee in moving forward by dealing with the past or internal issues that are
hindering them in the workplace.
 21st Century Skills-Basic Competency NC III: Lead small team

First, you must size up the situation. The trick is to know the difference between the two and when
to use coaching and when to use counseling. The first order of business is to size up a situation and
ascertain whether you`re helping to coach an employee forward into a future goal in the workplace
or helping the employee to improve a quality or trait that is affecting his performance.

What are the differences between Coaching and Counseling?

Following is a quick breakdown of the most basic differences;

Coaching

● Future focused
● Solution focused
● Outcomes driven
● Doesn`t give advice, instead, it leads the individual to find the own answers
● Asks: How can you change?
● Believes that the individual has the answer within
● Helps the individual find their own solutions to meet their goal

Counseling

● Past focused
● Problem focused
● Challenge/issue driven
● Gives advice, recommendation, and directives at times, forcefully
● States; Why you must change
● The counselor has the answers
● Gives the individual a diagnosis and treatment or solution to fix the problem

Following are six secrets for effective employee coaching and counseling employees

Secret # 1: Every moment is the office is an opportunity for training, coaching and counseling
employees

In many cases, the most impactful coaching and counseling will be informal - a moment here, a
passing observation there. These quick informal moments then grow into deeper, fuller
conversations - conversations that sometimes span days or longer. If you rely strictly on set times to
meet with your various employees to talk to them then you're not having enough conversations. If
you`re only coaching and counseling your employees during formal reviews, you`re not having the
right kind of conversations. True mentoring flourishes in the day-to-day interactions of relationships.

Secret # 2: Lay the groundwork of a healthy relationship for more successful training, coaching,
and counseling

The groundwork for successfully coaching is strong, healthy, and open relationships. This means that
every moment of every day is an opportunity to build relationships. To be most effective, you must
have a healthy professional and personal relationship with your employees. Usually, leaders think in
terms of having a professional relationship, not understanding that a strong personal relationship
will augment whatever coaching and counseling you conduct.

Secret # 3: See failures and mistakes as perfect opportunities for training coaching and counseling
employees
 21st Century Skills-Basic Competency NC III: Lead small team

Everyone makes mistakes and nobody is immune to failure. Robert F. Kennedy once said, “Only
those who dare to fail greatly can ever achieve greatly.” The most successful people are the ones
who have plenty of failures and mistakes as opportunities for growth. Many mention the role of
counseling in helping them turn these things around, or they mention that special coach who pushed
them to surpass their limitations and become great.

Are you one of those coaches?

When people fail, do you jump into trenches to help them out? Do you reach down, get a little dirty
and pull them up? Or do you stand far off and criticize and berate? Remember to see beyond the
bottom line and immediate returns; instead, look at what an investment in a person can do for your
organization in the long term. You`ll probably observe a larger dividend in the future with a loyal,
productive employee. Always strive to reach down, encourage, and teach employees in the midst of
their failure.

Secret #4: Provide plenty of praise and rewards

Everyone needs to be motivated, Particularly when they are pushing past their known limitations.
You want them to push to take smart risks and excel. The best way to ensure that they`re
comfortable taking risks, going out of their comfort zone, and innovating is to have a culture of
reward and praise.

Verbal praise and tangible rewards must be given for work done. It must also be given to the
appropriate people - the ones who make the project happen in front of others. make sure to
encourage your employees to shine.

Secret #5: Your feedback needs to be detailed and specific

You want the feedback you give your employees to be detailed and specific. Granted, there is always
a place for that quick thumbs up and “Good job!” But, you can't do that too often.

Employees crave feedback that is detailed and specific. Such feedback looks like “I really appreciate
how you devised a new way…” They want to know that you truly see them and what they do.
Detailed and specific feedback also gives them something to use to grow. It's hard to grow in
generalities. Specificity tells your employees exactly what works and why, so they can work harder at
it.

Secret #6: Carpool chats are a quick route to effectively coaching and counseling employees

Have you ever been in a car with a supervisor for a long trip and the conversation started off stilted
and then began to flow easily?

All of us have been there. There's nothing like a carpool chat. There`s something magical about being
in a car with a coworker for a period of time. It's A prime opportunity for some coaching. You're each
a captive audience for the other; no one can run. The only escape is focusing on our cell phones r the
traffic, so there are*t many avenues for distraction avoidance or hiding.

Further, sitting in the car allows for easy sharing and talking because no one is looking directly at
anyone else. This diminishes any sort of “confrontational” or invasive” feeling because you`re not
looking at each other directly. This helps facilitate those conversations that are more difficult when
you're looking directly at each other. Thus, surprisingly, a car ride to an event or meeting is an
excellent opportunity for unnoticed, yet extremely effective informal coaching and counseling. Make
sure to take advantage of it.
 21st Century Skills-Basic Competency NC III: Lead small team

The six secrets above and the additional tips will put you on the inside track for training, coaching,
and counseling your employees. Don`t hesitate to begin, Quality mentoring is a benefit for the coach
and coach, for the mentor and the mentee. You`ll be sure to see the return in the growth of your
employees and the success of your organization

Self-Check No. 2.4-1

Supervising Team Performance
A. Enumeration
1. What are the metrics for measuring member performance?
2. Methods of monitoring performance
B. True or False
1. Coaching is future focused while counseling is past-focused
2. Coaching is problem-focused while counseling is solution focused
3. Coaching is outcome driven while counseling is challenge/issue driven
4. Every moment in the office is an opportunity for training coaching and
counseling employees
5. Coaching gives the individual a diagnosis and treatment or solution to fix the
problem while counseling helps the individual find their own solution to meet
their goal.

Answer Key No. 2.4-1

Supervising Team Performance
A. Enumeration
1. Attendance
2. Helpfulness
3. Efficiency
4. Initiative
5. Quality
B. True or False
1. True
2. False
3. True
4. True
5. False
 21st Century Skills-Basic Competency NC III: Lead small team

References
From Managers Who Lead: A Handbook for Improving Health Services
Cambridge, MA: Management Science for Health
Professional Development: Leading Teams Ten Top Tips by Nicola A. Nelson
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