For teams to be effective, team members must understand the goals and objectives of the team and the individual roles each member plays in achieving these goals. As a leader, you must learn to effectively communicate this information so team members can perform to their full potential. One of the ways this is done is to establish team performance plans (TPPs).
By the end of this topic, you will understand:
- What a team is
- The most common types of teams
- How a manager’s actions may impact a team’s productivity and success
- How to provide your team with clarity and direction
- How to create a successful team performance plan
- The nature and application of goals, objectives and KPIs
- The importance of role clarification and being a positive role model
When your role comprises the management, instruction, controlling and administering of a workgroup or team, it is important to have a good understanding of the who, what, where, when and why of teams and how you, as a manager, can ensure that your team has the clarity and direction required to operate effectively.
What is a team?
A team can be defined as a group of individuals gathered to work together towards a common goal.
Each individual has a clearly defined role in contributing to the team’s operations. Each team member must function optimally for the team to be effective.
In your role as a leader/manager within an organisation, it is your job to ensure that your staff (your team) are united to work towards a clearly defined goal. Each member must understand their role within the team dynamic to help the team function optimally and achieve its goals.
Watch
Watch the following 3-minute video to gain a better understanding of teams:
Six types of teams
The type of team that works best for you will depend on the organisation, their goals, the nature of the work and the human resources available.
There are six (6) common types of work teams that you are likely to encounter during your career. The following table includes a summary of the six types:
| Functional Work Team | These teams comprise members of the same hierarchy and the same work function, all responding to a single manager. |
| Inter-Working Team | These multidisciplinary teams include members of the same hierarchical level but with very different skill sets and work functions. |
| Troubleshooting Team | These are teams that exist to improve processes and generate solutions to problems. |
| Self-Managed Team | As the name implies, the members of these teams manage all activities and control the team by themselves, as there is no formal leader. |
| Project Team | These are teams that are formed to implement specific projects, and the teams are dissolved when the project is completed |
| Taskforce Team | These are teams formed in response to emergencies, and their work is a resolution process. |
Learn more
Read the article The different types of work teams and how they form by Pierre Veyrat, HEFLO to learn more about the types of teams.
Team considerations
Effective teams are one of the most powerful resources that an organisation can have at its disposal.
Teams have great potential. However, as teams are made up of people, there is always the possibility of complications, limitations, mistakes and missteps (human error), so it is important to consider the impact people may have on overall team performance.
If team and performance issues are not handled correctly, a team may become ineffective quickly, which can become costly for the business, as resources are not used adequately.
Managers and team leaders play a key role in managing team effectiveness.
The bigger an organisation is, the more level of management you can find to oversee every aspect of the operation. This is due to the fact that there is a limit to how many people one person can effectively manage. These are called 'direct reports'.
As the size of the company and workforce increases, the number of levels in management increases along with it, and vice versa. The different levels of management can determine the chain of command within an organisation, as well as the amount of authority and typically decision-making influence accrued by all managerial positions.
The three (3) level of management
- Administrative, managerial, or top level of management
This level of management consists of an organization’s board of directors and the chief executive or managing director. It is the ultimate source of power and authority, since it oversees the goals, policies, and procedures of a company. Their main priority is on the strategic planning and execution of the overall business success.
The roles and responsibilities of the top level of management can be summarized as follows:
- Laying down the objectives and broad policies of the business enterprise.
- Issuing necessary instructions for the preparation of department-specific budgets, schedules, procedures, etc.
- Preparing strategic plans and policies for the organization.
- Appointing the executives for middle-level management, i.e. departmental managers.
- Establishing controls of all organizational departments.
- Since it consists of the Board of Directors, the top management level is also responsible for communicating with the outside world and is held accountable towards an organisation’s shareholders for the performance of the enterprise.
- Providing overall guidance, direction, and encouraging harmony and collaboration.
- Executive or middle level of management
The branch and departmental managers form this middle management level. These people are directly accountable to top management for the functioning of their respective departments, devoting more time to organizational and directional functions. For smaller organizations, there is often only one layer of middle management, but larger enterprises can see senior and junior levels within this middle section.
The roles and responsibilities of the middle level of management can be summarised as follows:
- Executing the plans of the organization in accordance with the policies and directives laid out by the top management level.
- Forming plans for the sub-units of the organization that they supervise.
- Participating in the hiring and training processes of lower-level management.
- Interpreting and explaining the policies from top-level management to lower-level management.
- Sending reports and data to top management in a timely and efficient manner.
- Evaluating the performance of junior managers.
- Inspiring lower level managers towards improving their performance.
- Supervisory, operative, or lower level of management
This level of management consists of supervisors, foremen, section officers, superintendents, and all other executives whose work must do largely with HR oversight and the direction of operative employees. Simply put, managers at the lower level are primarily concerned with the execution and coordination of day-to-day workflow that ensure completion of projects and that deliverables are met.
The roles and responsibilities of the lower level of management can be summarized as follows:
- Assigning jobs and tasks to various workers.
- Guiding and instructing workers in day-to-day activities.
- Overseeing both the quality and quantity of production.
- Maintaining good relations within lower levels of the organization.
- Acting as mediators by communicating the problems, suggestions, and recommendatory appeals, etc. of workers to the higher level of management, and in turn elucidating higher-level goals and objectives to workers.
- Helping to address and resolve the grievances of workers.
- Supervising and guiding their subordinates.
- Taking part in the hiring and training processes of their workers.
- Arranging the necessary materials, machines, tools, and resources, etc. necessary for accomplishing organizational tasks.
- Preparing periodical reports regarding the performance of the workers.
- Upholding discipline, decorum, and harmony within the workplace.
- Improving the enterprise’s image as a whole, due to their direct contact with the workers.
Team dynamics
Team dynamics, or the way in which individuals interact within a group, can have a significant impact on team performance. Positive group dynamics can lead to increased motivation, higher levels of trust, and better communication among team members. This can result in higher levels of creativity and innovation, better decision-making, and more efficient problem-solving.
On the other hand, negative group dynamics can have a detrimental effect on team performance. Conflict, poor communication, and lack of trust can lead to decreased motivation, lower levels of engagement, and decreased creativity. This can result in decreased efficiency, decreased productivity, and reduced overall performance.
If team and performance issues are not managed correctly, a team may become ineffective quickly. This may impact relationships with families, team morale and performance.
Management teams and team leaders provide a link between the team, the wider business and individual team members.
When managing a team, there are many things that you should consider:
| Delays | Some processes can take longer with a team, extending project timelines and increasing service costs. With coordination, efficient work distribution, constructive and open feedback, as well as organisation, such delays can be avoided. In an Early childhood service rostering educators to carefor and educate children is the top priority. You need to ensure there is sufficient staff and spare staff to fill shifts, as required. |
| Missassginment | Some projects need a specific type of team, and some tasks require specific strengths and skills. Sometimes, teams are inappropriately formed, or tasks are ineffectively allocated. For example, suppose the service is implementing environmentally friendly practices. In that case, the service should be particular about coordinating a team with the knowledge, passion and experience to ensure the results are achieved. Likewise, some projects or tasks may be better suited to 1 person and unsuitable for a team. |
| Skills deficiency | New teams take longer than individuals to train and organise, and some members may need extra training. A team member or subgroup may be ready to proceed to the next project stage. Still, it may be held back by other members or subgroups who have been working inefficiently because they do not possess the necessary skills or experience. |
| Teams introduced in isolation | Teams introduced in isolation from other parts of the organisation (as a quick fix or experiment, for example) may lack clear objectives and waste time trying to determine their purpose and what exactly needs to be done. |
| Uncertainty | It can be difficult to assess individual members' relative strengths and skill deficiencies within a team setting. It can also be difficult to replicate a team's success. It may be unclear how a team achieved success on a project unless the team keeps detailed records of their process and each member’s role. Poor performance of an individual may not be addressed if a team still manages to secure success. Workloads should be shared equally, but some people may be inclined to sit back and let others do the work. This breeds resentment and lowers the morale of the whole team, and it can also lead to burnout for those picking up the slack. |
| Indecisiveness | It can be hard for a team to make decisions. Too much discussion, too many opinions to consider or an overreliance on meetings can lead to inaction. |
| Open and structured communication channels | It is more difficult to communicate consistently with several team members than with just one or two people. Ensure that your communication methods are considered and appropriate, you cater to the needs of all team members, and that your communication channels are open and direct. Direct communication means the speaker says what they mean concisely and how they feel to communicate the message. Open communication occurs when a team and its members can share their ideas and thoughts without fear of backlash from managers or senior team members. This communication style helps build trust in the organisation while empowering employees to speak up and be heard. Read What is open communication and why is it important? by Taskworld to learn more about the importance of open communication. |
| Interpersonal strife | There can be personality clashes, conflicts between people, or factions that develop within teams. Some people work better alone and do not feel comfortable in a team environment. In contrast, others may be drawn to one team member over another, intentionally or inadvertently turning a ‘cold shoulder’ to the rest of the team. It can be tricky to determine who made a mistake in a team task, and when something goes wrong, team members may blame one another or try to distance themselves from blame and responsibility. |
| The risk of distraction | Some people will be inclined to focus too much on team well-being and not enough on bringing their creative ideas and productivity to the table. This is often the case with extroverted personalities, who may prefer to focus on people over tasks. Peer pressure or the fear of an idea being invalidated can also suppress ideas and productivity within a group – newer members may be reluctant to speak up. The result is usually a lack of innovation with average or inadequate performance. |
| Ineffective leadership | Team leaders play a vital role in the success or failure of a team, but poor team leaders can be overbearing, disorganised or ineffective, and they may take sole credit for work they did not do. Ineffective leadership can mean the downfall of a team and the failure to achieve the intended goals. |
| Managing remote teams |
Successfully managing a remote team requires a different approach to managing people who are in the same physical workplace as you. Here are a few tips to manage a remote team, drive outcomes and maintain engagement, collaboration and employee satisfaction.
You can read in details about managing remote teams in this article published by Hays. |
Team purpose statements
Few factors in the workplace have as much of a positive impact on worker morale, motivation and productivity as an overriding sense of purpose.
In a team setting, shared purpose can spark a fire of determination, collaboration and game-changing innovation. It is up to you as a leader to communicate this purpose clearly and effectively to your team, and one of the best ways to do this is with a well-crafted and well-worded team purpose statement.
Most organisations have a purpose statement, mission statement or document that describes the scope of operations and the organisation’s direction. Work teams need the same clarity and direction.
The following steps detail how you can create a purpose statement for your team:
This may involve forming a committee (depending on the scope of the purpose statement [e.g. organisation-wide or department-focused]) or working together as a team to create a team purpose statement. The statement needs to be a short, clear statement of intent, so everyone understands what they are jointly working towards. The statement defines the team by describing clearly why the team exists.
Describe what the team does, what it delivers and produces, and why it has been tasked with the project.
Who does the project serve? Identify who has the most to gain or lose from the team’s success:
Does the work serve the needs of internal stakeholders, external customers, or both?
Focus on key partnerships and outline all parties who will gain from the team’s successful efforts.
Detail the final product or service and its impact on the end user.
Highlight why the work is important and describe the impact the team’s successful efforts will have on the relevant stakeholders.
Explain what makes the company different from its competitors. Here, you need to consider what others in the industry are doing and how the company could be doing it differently and better!
Ensure the important keywords are incorporated into your purpose statement.
The language you use in the purpose statement must be practical, simple and explicit, with no jargon or marketing speak.
Anyone should be able to read and understand what is being communicated in your team's purpose statement.
Company stakeholders and employees are great sources of information and can also provide feedback on your purpose statement. Ask for feedback before you finalise the statement.
Finalise your purpose statement and share it with the team and/or organisation.
You should also display your statement permanently so that no team member forgets why the team has been created.
Team purpose statements are easily drafted by answering a few simple questions about the team:
- Who are we?
- What do we do?
- Who do we do it for?
- Why do we do it?
While a team purpose statement should be concise, it should always include the answers to all four essential questions.
Example
By following the steps described and ensuring that you answer all four questions in the process, your team purpose draft might look like the following example:
The purpose of the IT team is to digitise and integrate all data capture and retrieval systems for the distribution department so as to streamline the department’s process and allow them to meet their end-of-day targets.
This example would effectively provide a shared sense of purpose, direction, and clarity to the relevant work team.
However, if just one of the four questions listed is not answered in the draft, the purpose statement would, most likely, fail to effectively motivate and focus the team. For example:
The purpose of the IT team is to digitise and integrate all data capture and retrieval systems for the distribution department.
This statement is not very motivating, as it fails to state why this action must be performed.
Resource
Read the 8 Steps for writing a purpose statement (with examples) from Indeed to learn more about writing a purpose statement.
Team performance plans are essential to a team achieving its goals.
A team performance plan should:
- Provide direction for the team
- Identify the required team performance levels
- Identify how these performance levels will be achieved
- Provide guidance and instruction to the team
- Estimate the time required to achieve goals.
You should have a performance plan in place when your team has goals that need to be achieved.
Note
Performance plans can also be implemented as performance improvement plans, which will serve to boost your team’s effectiveness in areas where they may be lacking.A team may benefit from a performance improvement plan when:
- The team is having difficulty meeting deadlines
- The goal is not clear, is open to interpretation or is not shared by every member of the team, and, as a result, time, resources and money are being wasted
- There is a lack of internal organisation, hindering workflow
- The team members lack professional communication and have difficulty functioning in harmony
- The team seems lost and unsure of how their efforts impact the overall company goals.
Creating the plan
While there are no strict rules for the correct format for a team performance plan, you should always aim to include the following:
- Your team purpose statement
- Performance measures or key performance indicators (KPIs)
- The actions required to achieve the desired levels of performance
- An estimate of how long your team will take to achieve its goals.
Resource
Read Develop a team performance plan in four simple steps (templates included) by Aleksander Olic, Clockify, to learn valuable insights about developing a performance development plan for your team.
Remember: When necessary, the team performance planning process can be adjusted to address specific employee performance issues.
Note
While the drafting of a team performance plan may be based on a need for improvement or at least a need for ‘boosting’ the team’s performance, occasionally, you may become aware of a consistent issue with a particular employee who is negatively affecting results for the rest of the team.
In place of drafting an elaborate performance plan for the whole team (the rest of whom may be performing optimally), it would be more appropriate, in such a case, to target the specific issue and the specific employee only by drafting a performance improvement plan.
Resource
Plans designed to improve performance are known as PIPs, and while the process and template for a PIP are like that of a TPP, there are some key differences that you should note. For a comprehensive guide to PIPs, read Everything about performance improvement plans by Marija Kojic, clockify.
Whether or not the exact process and templates included in the featured articles are appropriate for you and your team, you should always ensure that you include at least the following six steps of the performance planning process:
- Establish objectives to reach the goal. Establish the goal of the team and the objectives that will lead to the achievement of the goal.
- Determine tasks for each team member or subgroup. Determine the tasks required for each team member or subgroup to reach their individual objectives.
- Sequence tasks by setting appropriate deadlines. Sequence tasks by assigning deadlines that are coordinated. This allows each team member to complete their tasks and set the foundation for the next required task. This is a series of steps that draws you closer to your objectives. Tasks amount to objectives, and objectives amount to goals.
- Communicate the plan to all team members. Communicate the plan through regular staff meetings that provide evaluations and updates on the status of each task. This will drive successful goal achievement. Be reasonable, however, and call meetings only when necessary.
- Implement the plan with regular communication updates. The implementation of the performance plan requires management to regularly monitor achievements and handle any issues that arise as everyone works towards the common goal.
- Monitor the plan to determine if adjustments need to be made due to any issues. Regularly evaluating and measuring the achievements of each department is necessary to determine whether goals are being met or problems are arising that may require interventions to keep the relevant department on track to reaching the goal.
Ensure alignment
You can ensure that your team’s performance plan remains aligned with your organisation’s overall objectives, goals, vision and mission by:
- Keeping the team performance plan aligned with the team purpose statement
- Aligning the team purpose statement with the organisational objectives, goals, vision and mission.
Check your understanding
The storage and accessibility of team goals and objectives; the nature, benefits and development of KPIs for your team; and the invaluable SMART tool for use in goal and objective setting are important factors in managing teams.
Definitions
- Goals – Goals are statements describing what a team wants or is expected to achieve. Goals must be clear, concise and easy to understand and read.
- Objectives – Objectives are the individual steps a team will take to achieve its overarching goal.
- Key Performance Indicators (KPIs) – KPIs are specific, individual and measured targets that tell you how effectively you are performing to achieve your goals and objectives. For example, if an objective is to increase sales by a certain amount, an associated KPI may be to increase calls to prospective customers by 15% over a specified period.
Documentation
A team’s goals and objectives should be compiled into a tangible, specific and detailed document, which must be referred to consistently throughout the operational process. You must ensure that this document is stored in the correct place and is referred to whenever needed.
The most intuitive place for the document to be stored is in policy and procedure manuals, as this prevents confusion and your team should already have easy access to these files and folders.
SMART goals and objectives
The SMART acronym is an incredibly powerful goal-setting tool against which you can check your team’s planned goals, objectives and tasks to ensure that they are optimised, inspiring and achievable.
| S | M | A | R | T |
|---|---|---|---|---|
| Specific | Measurable | Achievable | Relevant | Timely |
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Key Performance Indicators
Key Performance Indicators (KPIs) are critical indicators of progress towards an intended result. They come in handy when managers are required to monitor and control the task at hand to achieve team and individual objectives and goals.
KPls provide a focus for team improvement and an analytical basis for decision-making, allowing us to focus our attention on what matters most: moving forwards to success.
Key points relating to KPls:
- A KPI is a measure used to evaluate the performance in reaching an objective.
- A KPI can be set against the team or individual objectives.
- A KPI can be evaluated to determine the success or failure of objectives.
- KPls are set against goals and/or objectives and should also be checked against the SMART acronym.
Watch
Watch the following 4-minute video to learn more about KPIs and how they can be used to improve team effectiveness.
Examples of good KPls in business include:
- Clients added per quarter
- Profitability over each quarter
- Income sources generated over a set period
- Working capital
- Client satisfaction rating
- Online review score
- Employee turnover rate
- Employee training completed
- Revenue per employee
Throughout the process of team operations, it is important that you consult with a wide range of individuals within the organisation and not just with senior management.
Consult equally with those involved in the day-to-day operation of the business (i.e. your own team members). Consultation is a vital tool, as it can encourage team members to recognise that they are an invaluable part of the process and the team's success.
Furthermore, if they feel involved, they will likely embrace the changes that may need to be made to improve performance and secure and maintain team effectiveness. Team members will then feel they have 'ownership' and be ready to accept further responsibilities.
Check your understanding
As a manager/leader, you have a duty to support your team to help them achieve their goals.
This requires you to:
- Provide clear expectations and goals
- Encourage regular feedback and open communication
- Treat each team member the same way, trusting them to their job
- Offer professional development opportunities
- Create a positive and inclusive work environment
- Recognise and reward success
- Manage conflicts and difficulties in a constructive manner.
Your human resources are the most valuable resource you have, and it is your duty to demonstrate your appreciation and your respect.
You should stay involved but intervene only at the appropriate intervals - you must find a balance. You should be neither overly involved nor aloof. You must start to see yourself as a leader of people and not just a manager of subordinates, and you must give each team member the support and trust they deserve.
The knowledge and experience of staff members are among an organisation’s most vital and valuable resources. The employee who is performing a process on a daily basis may have the most practical and innovative ideas about how to improve the process. Your employees will have the most credible awareness of what may go wrong and why.
There will be critical moments when support will be essential, and motivation may need to be maintained. Ask what your team members prefer: regular and formal check-up periods or one-on-one sessions at milestone completion, for example. This provides both a sense of safety and a level of autonomy, giving staff the sense that you respect and consider them, driving success moving forward.
By mastering these skills, you will be well-equipped to lead a team of professionals and support their growth and success.
Tip
Employees who are involved in decision-making, typically feel committed to making the proposed course of action work. Likewise, employees who are given key responsibilities are more likely to recognise the importance of their tasks and put in the required effort, but a manager must provide support and encouragement by demonstrating trust.
Your team needs to understand their role and responsibilities to achieve the organisation’s goals.
Role clarification
Each team member must be clear about their role within the team.
Unless an employee is clear on their job description and what is expected of them in a given task and/or project, they cannot be expected to do the job correctly, let alone exceed your expectations.
Facilitate your team's success by clarifying every role within the team. Each job role within an organisation should have an up-to-date job description or job and person specification outlining the key responsibilities, duties of the position and reporting relationships. Tasks should be assigned to employees based on the responsibilities outlined in their job description.
Watch
Watch the following 6-minute video on how to set crystal clear role expectations for every member of your team.
Effective role modelling
As a team manager, you must aim to become a true leader and be someone who inspires, motivates, and drives teams to success.
Note
There is little chance that you will ever be able to lead effectively unless you lead by example.
A good role model can be defined (in a nutshell) as:
- A person who others look up to
- A person whose behaviour, attitude, values and ethics can be emulated by others
- A person whose behaviour sets a positive example.
Watch
Watch the following almost 10-minute video to learn about becoming a role model.
The best role models:
- Display honesty and sensitivity to the impact that their own behaviour might have on others while being highly productive in their work
- Do not work at the expense of others - instead, they consider the needs and feelings of each team member
- Are responsible for their actions and accountable for their mistakes.
Every team manager should strive to master the following traits:
Employees want to be positive, so positivity tends to be extremely contagious in the workplace, but it needs to start with you, the leader.
Workers with a positive attitude, outlook and dynamic will not only be more susceptible to guidance from leadership but will also be more proactive, productive, confident, motivated, creative, innovative and more likely to function well in a team environment.
There are few better examples for a leader and role model to set than a positive outlook, which can drive action and excellence on many levels.
If your employees know that you can be trusted to be consistent, fair, discreet and honest at all times, they will, usually on principle, strive to offer you the same courtesy.
Likewise, if they know that they have your support, they are more likely to give you theirs. Any leader would be lost without the support of their employees – remember this, and always set an example of trustworthiness for your employees.
The ability to inspire others is a quality that can set you apart as a great leader and role model.
Inspiration is one of the most effective methods for fostering growth, expanding capacities and unlocking the true potential within your work team.
Inspirational leaders automatically become role models for others, developing future leaders by sparking action and motivating staff to both extend their ambitions and persevere in realising them.
An empathic nature is vital to positive role modelling and effective leadership.
Although we refer to staff as ‘human resources’, people are not employed to be consumed and replaced. They are employed to contribute willingly and should be given the opportunity to develop and grow.
People need to be considered as breathing, feeling individuals and treated accordingly. Unless a leader or a role model makes the time to learn who their employees are, they will find it hard to respond to them empathically in this way.
Furthermore, each team member has unique strengths, capabilities, competencies and ambitions. A leader and role model must know what each team member has to offer if they wish to unleash the person’s full potential.
Very often, people with incredible potential stagnate, give up or go down the wrong path due to a lack of encouraging and supportive leadership.
When you offer encouragement, you develop employee confidence, a quality that is absolutely vital to employee growth, creativity, initiative and more.
When you offer consistent support, helping workers strive through and overcome challenges and difficulty, you cultivate a sense of security, trust and steadfast loyalty in your team members.
By role modelling this behaviour, you teach your employees to support and encourage each other, boosting each other’s performance and maximising team potential for your business.
Exceptional leaders enhance the organisation's image for all of its stakeholders. They develop general leadership capabilities and contribute to the organisation's leadership brand, exemplifying the skills and characteristics that fulfil customers' and investors' expectations.
A company with a strong leadership brand inspires faith that employers and managers will consistently make good on the firm's promises.
‘If our words are not consistent with our actions, they will never be heard above the thunder of our deeds.
Harold Burke Peterson
Manager vs. leader
People often use the terms interchangeably, but there is actually a stark difference between the two.
Managers are typically the people who know the numbers, processes, strategies, and tactics. Managers tend to be focused on efficiency and maintaining the status quo. They lead with authority from their title to delegate to their employees and improve weaknesses. They are great at understanding the business but typically not great at leading people.
On the other hand, leaders know how to engage, empower, and motivate people. They believe in experimentation and aim to develop their employees. Leaders lead with influence and don’t rely on their job title to make a difference. Leaders have a growth mindset and are continually learning and coaching their teams. They focus on their team’s strengths to move towards a goal.
Managers who are more focused on processes and tasks than on people lead to employees being disengaged from their work. Leaders who motivate and inspire their teams tend to keep employees engaged and loyal to the company.
The following image explains the difference at a glance:
Use the following questions to check your knowledge. You can check the correct answer by clicking on the 'Answer' button:
Question 1:
Why a project team might be formed in the workplace?
Question 2:
What are some team considerations you need to acknowledge when managing a team?
For example:
- Delays
- Misassignment
- Skills deficiency
- Teams introduced in isolation
- Uncertainty
- Indecisiveness
- Open and structured communication channels
- Interpersonal strife
- The risk of distraction
- Ineffective leadership
Question 3:
What could be the reasons to develop a team performance improvement plan?
- The team has difficulty meeting deadlines.
- The goal is not clear, is open to interpretation or is not shared by every member of the team, resulting in time, resources and money being wasted.
- There is a lack of internal organisation, hindering workflow.
- The team members lack professional communication and have difficulty functioning in harmony.
- The team seems lost and unsure of how their efforts impact the overall company goals.
Question 4:
What are some examples of good KPIs?
- Clients added per quarter
- Profitability over each quarter
- Income sources generated over a set period
- Working capital
- Client satisfaction rating
- Online review score
- Employee turnover rate
- Employee training completed
- Revenue per employee
Question 5:
Why integrity is an important trait for a leader to possess?
Good leaders lead by example. It is important for leaders to work by the same set of rules that they expect their employees to follow. You must practice what you preach!
