Prelude Consulting Limited

Duration: 4 hours

Materials: Flip-chart, pens, results of Prelude Character Analysis (PCA)

Outputs: To create an understanding of the mutual strengths within the team and how these could best be utilised.

To remove blockages to team progress.

Pre-Session activity for all: Read ‘Team Definition’, complete Prelude Character Analysis

Pre-Session activity for leader: Compile map of individuals’ team roles and Character Analysis

The Session:
Put the PCA team map up on the flip-chart and spend 30 minutes discussing the various character types. Keep this reasonably light-hearted at this stage and probe with such questions as: ‘Is that surprising?’ ‘Did you imagine s/he would be an introvert?’ etc. Then begin to go through the map in a holistic way and ask what the impact might be and what the implications are.

EG is it a balanced team, where do the majority of the scores fall, is it predominately Introvert/Extravert, Thinking/Feeling and what are the implications for team dynamics? From this phase the outputs should be a better understanding of the individual and general character of the team and how this will impact in terms of balance, getting on with each other and achieving goals.

Then put the team map up and again spend 30 minutes looking at the team’s strengths and weaknesses; EG is there a balance or is the team primarily ‘front-end’ oriented or best placed to ‘do’ rather than ‘think?’ Again discuss in the group what the impact/implications of this are on future team activities.

From this information then look at what characterises your team: ie is it future oriented, primarily task-focused or people-focused, a ‘thinking’ or ‘doing’ team etc.? Then begin to brainstorm what the team’s activities/priorities will be over the coming year as well as what the expectations are of the team from others. [As this is brainstorming resist the temptation to go into detail at this stage, focusing instead on generating a list of tasks and ensure that ALL contributions are written up].

Once the group have completed the brainstorm then go through the priorities/activities putting aside (using consensus) those which are outside the group’s immediate control. With the remaining list begin to single out activities in terms of priority by determining what the impact will be of completing/not completing - ie if we didn’t do it what would be the harms or benefits. From this the team will be able to produce a priority list for the activities together with a clear and written agreement as to the impact of each. Now that you have the ‘what’ and ‘why,’ begin to plan the activities/priorities in terms of ‘how,’ ‘whom’ and ‘when.’ The group’ understanding of its own strengths and weaknesses both individually and collectively should be brought into play here in apportioning tasks, creating sub-teams for particular activities, including which phase of a team activity bests suits whom.

Once the plan is created in flip-chart format the leader should determine someone to take it away and have it typed and circulated so that, in readiness for the next session, the plan can be agreed an enacted. Such involves al members of the team and creates a united front, an understanding of team dynamics, strengths and weaknesses and transforms these into a coherent and workable plan.
End of Session:

The biggest failing of team sessions tends to be a lack of reinforcement and tangible outputs and so it is essential that the group can take away their own individual copies of the team maps, and that the momentum and enthusiasm is built upon by having the plan typed and circulated quickly and the follow-up session put in the diary so that everyone agrees that things are changing. Otherwise the session will have only a feel-good factor which quickly dissipates and will harden attitudes against future sessions. There almost has to be a ‘bridge burned’ ie no going back to the way we were.

Team definition

“A team is a small number of people with complimentary skills who are committed to an agreed purpose, goals, and approach for which they hold themselves mutually accountable.”