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Team Meeting agenda
Email to team
Video recording of chairing a meeting
Meeting minutes with clear actions
Reflection on leadership style to use with the team on the project
Observation Record Form
*This is subject to small changes and is taken from summer 2024 assessment
2. Lead, manage and develop individuals and teams to deliver outcomes
1.1 The difference between leadership and management.
A definition of leadership.
The role of leaders in organisations and their key characteristics to include being visionary, motivational and supporting strategic planning.
A definition of management.
The role of managers in organisations and their key characteristics to include organisation, meeting goals and setting team direction in line with organisational vision.
1.2 Why leadership is important.
The importance of effective leadership to an organisation, its teams and individuals, including:
The benefits of effective leadership to a team (e.g. clear direction, ample resources, development of high-performing teams).
The benefits of effective leadership to individuals (e.g. increased motivation, increased staff retention).
The impact of effective leadership on the wider organisation (e.g. meeting KPIs and goals, maintaining quality, organisational growth).
The consequences of ineffective leadership to an organisation, its teams and individuals including:
The consequences of poor leadership for a team (e.g. underperforming teams, lack of direction resulting in failure to meet goals).
The consequences of poor leadership for individuals (e.g. reduced motivation, workplace stress, lack of staff retention).
The consequences of poor leadership for the organisation (e.g. reduced growth, ineffective delivery, increased complaints).
1.3 The role of leaders in setting organisational direction and strategy.
The importance of organisations having clear strategy and direction.
The importance of leaders in identifying and setting strategy and direction. Different levels of leadership and their responsibilities in identifying and setting strategy.
Methods and approaches to set organisational strategy and direction, to include future business planning, scenario planning, risk management, models of strategy development (e.g. Mintzberg 5 Ps).
Methods and approaches to translate organisational strategy into operational plans and KPIs, to include benchmarking and balance scorecards.
1.4 Leadership styles.
Styles – autocratic, authoritative, democratic, coaching, affiliative, laissez-faire, transformational, transactional, situational.
The range of different leadership styles. How they apply to different tasks and individuals.
When to apply an appropriate leadership style effectively.
How different leadership styles support methods for providing direction, implementing plans and motivating people, productivity and performance.
The differences between Transformational and Transactional leadership.
The importance of understanding their own leadership style, and how this translates when working with others.
1.5 Structured approaches to managing change within a team.
The different structured approaches related to change management in organisations. Their characteristics and the considerations for when each is used.
Approaches to plan and implement change.
The importance of stakeholder engagement and creating a vision for change to be effective.
The application of Kotter’s 8 steps change model in demonstrating the importance of managing change through different stages.
1.6 Change management and its impacts.
Positive impact on teams – successful high-performing teams, no-blame culture, cohesive team, appetite for success.
Negative impact on teams – dysfunctional teams, lack of motivation, failure to meet deadlines.
Positive impact on individuals – personal satisfaction, openness to innovation, personal growth and development.
Negative impact on individuals – stress and anxiety, resistance to change, conflict
The reasons why change management has an impact on teams and individuals.
The range of different positive and negative impacts of change on teams and individuals.
Different outcomes from taking different structured approaches, and ways to manage the impacts of change on teams and individuals.
Approaches to respond to and mitigate any negative impacts.
The value of creating a sense of urgency and coalition in managing change to get people onboard.
1.7 Why it is important for team leaders to model expected values and behaviours.
Values and behaviours – being a role model/leading by example, being brave, showing honesty and building trust, showing resilience.
The differences between values and behaviours.
The importance of an organisation developing values, and having those values:
Shared between all teams and individuals throughout the organisation.
Being consistently demonstrated by team leaders.
The importance of setting clear expectations for individuals’ behaviour in-line with organisational values, for example by building trust to support others to achieve goals.
The impacts if team leaders fail to display and model ethical values and behaviours with their teams.
1.16 Team development stages
Stages - Tuckman’s model (Forming, Storming, Norming, Performing, Adjourning).
The importance of using team development approaches for organisations to reach and maintain a high-performance team.
Tuckman’s theory of team development. The stages of Tuckman’s model – what each stage represents and how each stage is applied in different organisational circumstances and approaches to take when progression is challenged.
1.17 Team management models including team dynamics and motivation techniques.
Models - Belbin team roles, McClelland’s human motivation theory, Daniel Pink’s motivational theory. Values and behaviours – being a role model/leading by example, being brave, showing honesty and building trust, showing resilience.
The importance of understanding team roles and dynamics including interactions between the team, how well they are performing and cooperating.
Different motivational theories and models and how these are applied to support teams and individuals.
The reasons why different approaches would be considered and used, to include performance, reward, appraisals, recognition, work allocation, team building and development.
Techniques a team leader can use to motivate and improve team dynamics, to include coaching and mentoring to provide support, building confidence through timely feedback to improve performance across the team, and recognition of effort and achievements
1.18 Different contributions to a team and theories of team roles.
Theories - Belbin’s Team roles, Benne and Sheats’ theory
The different types of contributions that can be made within a team and by whom.
The reasons why it is important to consider the different contributions that different individuals within team can make.
The influence of different teams and their roles, and the impact that different roles can bring to how a team functions.
The use of different team role theories and how they are applied to support an organisational and work context.
Belbin team roles – The requirement of a team role assessment to identify and ensure a balanced team, with a profile that reflects how different team members behave, contribute and interrelate with others, for example shaper, team worker, completer/finisher, in order to support a high-performing team.
Benne and Sheat’s theory – The consideration of different roles (task, personal/social, dysfunctional and/or individualistic) in order to identify both positive and negative group behaviour that supports teams to be managed effectively.
1.19 Techniques used to develop high-performing teams.
Techniques – communication methods, formal and informal processes, support, training and development, planning of team strengths, analysis of individual motivations within a team, culture, work-environment, clarity.
The concept of a high performing team and what it looks like in different organisations. The contribution that a high performing team makes to an organisation.
Different techniques and approaches that leaders can use or deploy to develop or maintain a high performing team, and when to use them. (e.g., use of Belbin and Tuckman’s models).
The challenges presented by different techniques and approaches, and ways to overcome perceived challenge or resistance to achieve positive outcomes.
1.22 Business benefits of cross-functional team working
Benefits - open and clear communication, greater problem solving, greater job satisfaction, motivation, utilisation of specialist knowledge and skills, reduced silo thinking, breaking down barriers.
The composition and role of cross-functional teams and the ways in which they operate in and between different organisations.
The benefits to the organisation of effective cross-functional working between different teams to include greater knowledge sharing and improved problemsolving, greater job satisfaction and motivation, and reduced silo thinking.
The role of a leader/manager in creating and maintaining a cross-functional team to effectively deliver organisational objectives.
Approaches that drive engagement and support collaborative cross-functional working, to include open and clear communication between teams, sharing specialist knowledge and skills.
1.23 Legislative and regulatory frameworks that influence people management.
Legislative and regulatory frameworks - data protection, employment law, union recognition.
HR policies and procedures that link to current legislation in the workplace.
The importance of leaders and people managers in understanding and engaging with current legislation in the workplace.
The role of leaders and people managers in:
developing policies and procedures
ensuring policies and procedures are complied with in the organisation
implementing legislative and regulatory requirements
ensuring teams adhere to legislative and regulatory requirements
1.26 Managers’ legal responsibilities towards their staff.
Legal responsibilities - safeguarding, health and safety
The remits of roles and responsibilities in adhering to legislative and regulatory requirements.
Understanding when and how to escalate situations outside of own role.
The importance of managers understanding:
Importance of health and safety.
Management responsibilities for health and safety.
Employee responsibilities for health and safety.
What is safeguarding.
How to follow safeguarding procedures.
2. Lead, manage and develop individuals and teams to deliver outcomes
2.1 Develop awareness of own leadership style.
Completes a self-assessment to identify their own leadership style.
Uses the results of self-assessment to support development of their own leadership style.
Identifies the potential impact of different leadership styles on teams and individuals and considers these impacts in their own style.
Analyses their own leadership style and how their approach impacts on others they work with
2.2 Reflect on own performance, seeking feedback, understanding why things happen, and making timely changes by applying learning from feedback received.
Uses a range of approaches to gain feedback from others at different levels.
Reflects on their own leadership style constructively, identifying what has worked well, what could have been done differently and how to develop further.
Uses feedback to support reflections, and to identify when different approaches have had different outcomes (e.g. different individuals may respond to a certain approach more effectively than others).
Implements changes to their own performance in a timely fashion that constructively builds on reflections made and feedback from others.
2.3 Adapt own leadership style as appropriate in response to reactions from other individuals
Acts on feedback received from others in relation to their own leadership style.
Uses feedback to develop actions plans to develop awareness of leadership style and approach, and how this can be adapted for different individuals.
How to proactively adapt as a leader to circumstances and situations that arise in the workplace, using emotional intelligence to inform practice.
2.4 Communicate strategy and team purpose, adapting style to suit the audience.
Identifies key messages to be delivered to teams and individuals.
Selects appropriate methods to communicate, considering the purpose of the message, the intended audience, and the best form of delivery.
Adapts style to suit audience and the message being communicated.
Use of effective questioning to confirm understanding and promote understanding to gain buy-in.
2.6 Manage competing priorities.
Identifies the different priorities that exist within and need to be delivered by a team.
Uses prioritisation mechanisms to identify activities that need to be prioritised.
Plans team workload that balances urgent and non-urgent tasks.
Creates a schedule which allows multiple activities to be undertaken at the same time and ensures everything is completed within set-timescales.
Uses effective communication to ensure that all members of a team are aware of expectations, and what they need to do to achieve activities to agreed schedules.
2.10 Apply understanding of the different stages of team development to ensure a cohesive team and that their objectives are met.
Considers the purpose of the team being managed and methods to support a cohesive team.
Applies the use of Tuckman’s stages of team development model to support the management of individuals through each stage, e.g., builds effective relationships (Forming), deals with conflict (Storming), encourages collaboration, openness and recognition of each other’s strengths/weaknesses (Norming), while providing opportunities for application, and giving regular supportive feedback (Performing).
3. Build relationships with colleagues, customers and stakeholders
1.28 Emotional intelligence
Goleman’s model, Salovey and Mayer.
Definition of emotional intelligence.
How emotional intelligence (EI) is important for leadership and management.
Approaches to understand and measure their own EI (e.g., personality/psychometric tests).
The characteristics of good EI and how these characteristics are reflected by individuals in a work environment to support
Personal and interpersonal communications.
Effective relationships.
Methods used to develop EI in the workplace
The characteristics of good EI to manage personal and interpersonal communication.
Methods used to develop EI in the workplace. How to use EI to build effective relationships.
The different models of EI that are used. The reasons for using different models in different circumstances, and how different models are used by leaders and managers to support themselves, teams and individuals, e.g., links with transactional analysis to recognise their own and others ego states.
1.30 Learning styles.
Styles: Honey and Mumford, VARK.
The characteristics of different learning styles.
How to use self-assessment to understand their own learning style.
Understanding needs of different learning preferences and how a team leader can tailor learning opportunities to the individual’s preferences.
The importance of understanding different learning styles and the use and impact of different feedback mechanisms
3. Build relationships with colleagues, customers and stakeholders
3.10 Produce clear and concise meeting notes with actions that are easily identifiable.
Captures accurate and coherent meeting notes that reflect the discussions within meetings.
Captures agreed actions from meetings undertaken, with clear assignment to individuals and confirmation of agreed action date.
Documents meeting notes and actions concisely and distributes with attendees and relevant stakeholders as appropriate.
Follows-up agreed actions and ensures completion.
3.8 Develop clear meeting agendas with timings.
Identifies the purpose of meetings.
Creates meeting agendas, having a clear understanding of ordering, timings and priorities.
Seeks contributions from other stakeholders for the agenda.
Circulates agendas to stakeholders in a timely manner prior to meetings
3.9 Chair meetings ensuring key objectives are met.
Key objectives - agenda runs to time, all participants are encouraged to contribute, any conflicts are dealt with appropriately, actions and decisions are summarised and noted.
Sets expectations of colleagues and team members supporting the meeting, ensuring roles and responsibilities are understood.
Chairs meetings effectively, following agreed agendas and meeting plans, that reflect the purpose, requirements, and desired outcomes of the meeting.
Provides opportunity for attendees to engage and for discussions to take place, whilst keeping the meeting ‘on track’.
Uses professional meeting etiquette throughout the meeting.
