Assignment Name

Assignment Name:Yvonne McNeillILM Reg. No.YCQ0714
EC Student No.EC1717315Date: 30.04.2018
Authenticity: By submitting this assessment, I confirm that it is all my own work and where I have included the work and ideas of others, I have appropriately referenced the source.

5536565113030Scripts are sometimes used by ILM to help to train assessors. Tick if you don’t want them to use yours:
Leading and Motivating Teams
Know how to communicate the organisation’s vision and strategy to the team
Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation
Midlothian Council’s vision ‘A Great Place to Grow’ represents Midlothian Council’s desire to support the communities of Midlothian to grow and prosper. The Single Midlothian Plan https://www.midlothian.gov.uk/downloads/file/2323/single_midlothian_plan_2017-18 draws together public sector assets, activities and resources, together with those of the voluntary and private sectors and local communities to deliver a shared ‘plan’. In order to support the vision Midlothian Council has identified 3 key areas of focus:
Community how Midlothian Council work with their service users and partners
Colleaguehow Midlothian Council work with each other
Culturehow Midlothian Council do things
Midlothian Council needs a vision and strategy to communicate their purpose and what they want to become ‘A Great Place to Grow’.
Midlothian Council translates the vision and strategy into objectives for employees, by way of a Making Performance Matter plan. The three stages of MPM takes you through the performance cycle, with People being at its core:-
Plan is about knowing what is expected of you and how your success will be measured.

Perform is about keeping you on track, regular feedback and giving you the right support at the right time.

Review is about formally sitting down with you to review performance.

These are recognised by Midlothian Council as the common elements of a high performing organisation.

MPM sets work related objectives, competencies and a development plan for an employee, considering the employees role for the coming year in relation to the team and service deliverables. Every employee works to the People Values known as ‘CREST’:-
Celebrate Recognise, celebrate and share achievements.

Respect Respect each other’s differences in a culture of trust and flexibility.

Excellence Make the most of opportunities to develop ourselves and our teams to provide excellent services.

Support Lead by example and be approachable and supportive of each other.

Together Work together to make a difference to Midlothian.

Explain the role that communication plays in establishing a common sense of purpose
Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation. Delivering clear lines of communication builds trust amongst employees, leading to increases in productivity, output and morale.

Poor communication will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities and inevitably in the organisation.

Establishing good communication is important in order to share information with others and to learn about what is happening. To cement the strategy/common purpose/vision/goal to the team and individuals, communication must be clear, concise, correct, concrete, coherent, courteous and completed known as the 7cs, of communication and:-
Know your audience.

Know your purpose.

Know your topic.

Anticipate objections.

Present a rounded picture.

Lead by example
Follow through on what you say.

Communicate a little at a time if necessary.

Tailor communication.

Feedback.

Use multiple communication techniques.

Assess the effectiveness of your own communication skills on the basis of the above
Criteria Doesn’t work well What works well Improvements
I have barriers when communicating to my team due to them being at different locations. Sending a group email message regarding an organisational change, some may receive the message before others. This could result in chat and a misunderstanding of the message. Individual visits and bringing people together to a central building to meet. This can be difficult due to annual leave etc. Arrange more Team Meetings and catch up sessions for those would could not attend, this would enable me to check that my message is clear and give the opportunity for questions.

Use the 7cs to develop my communication skills.

I don’t always check what I have communicated is clear and understood. Communicating face to face or by telephone, enables me to check understanding instead of assuming the receiver has interpreted my written message correctly. If emailing follow the 7cs of communication to ensure the receiver of my message clearly understands the message.

Know how to motivate and develop the team
Describe the main motivational factors in a work context and how these may apply to different situations, teams and individuals
Motivation describes ways in which managers promote productivity in their employees. Motivation can be from internal or externals factors and can stimulate desire and energy in people to be continually interested and committed to their role to attain an individual or team goal (source www.businessdictionary.com). Midlothian Councils vision gives meaning to the everyday tasks of employees, which will increase motivation and productivity.

Motivating Teams
Maslow Hierarchy of basic needs theory states leaders must recognise and understand the five levels of needs to build an organisation with a culture of motivation.

Physiological – workplace, work hours, comfort
Safety – pay, work conditions, benefits, job security, trust
Love/Belonging – peers, teams, leaders, customers, organisation
Esteem – status, respect, responsibility, promotion, praise, recognition
Self Actualisation – challenge, flexibility, achievement, growth, opportunity, advancement, creativity
Maslow’s Theory is based on two principles:-
Deficit principle – satisfied needs do not motivate behaviour as they work to satisfy missing needs. Progression principle – needs must be satisfied in ascending order (starting with lower needs).

Motivating Individuals
Leaders need to ensure that the basics of job security, pay, benefits, policies, relationships and working conditions are all satisfactory to avoid dissatisfaction and complaints. When these are right, teams and individuals can experience motivators, which lead to higher performance.

Fredrick Herzberg’s two-factor theory is based on the premise that motivation is divided into two factors.

Hygiene factors include job security, salary or pay, benefits, policies, relationships and working conditions. While these factors do not directly motivate individuals, when not present or when taken away, they cause dissatisfaction and complaints.

Motivators – What motivates us when they are present in the workplace includes: achievement, advancement, growth, responsibility, and a feeling of recognition.

According to Herzberg, these factors directly motivate and satisfy individuals.
It is crucial to ensure high performance teams and individuals that warning signs of demotivation is recognised and addressed quickly e.g.:-
Lack of flexibility
Short-term objectives
Feeling under valued
No development opportunities
Poor leadership
Conflict
Unrealistic workload
Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives
It is important for a leader to be able to motivate teams and individuals by making the goals of the team members achievable, enjoyable and satisfying. You need to find out what motivates each employee and the team, it could be money, praise and thanks, work-life balance or a combination of all these factors and more. One to one’s with employees enables leaders to understand their work related desires, most employees will appreciate a leader’s interest in their lives and desire.

Being honest, frank and dealing with individuals in a straightforward fair manner can gain a leader commitment. Also by “leading by example” and not allowing bad habits such as distraction or procrastination to emerge. Being kind, respectful and giving thanks and praise where due will motivate employees to do the same. It is important for a leader to set realistic goals for individuals and the team in order to maintain motivation and engagement. Employees need to have objectives or performance indicators and timeframes against which they can set their achievements and a leader needs to motivate and enable employees to reach these targets. Midlothian Council uses the S.M.A.R.T. model:-
S SPECIFIC = Both the Jobholder and the Manager should understand what is to be achieved and what standards will be used to evaluate performance.

M MEASURABLE = what does success looks like, what the required standards are and how do you know that it has been achieved? This might be about Quality or the Quantity.

A ACHIEVEALBE ; ATTAINABLE = Can they be achieved in time i.e. realistic deadlines.

R REALISTIC = Challenging but realistic. However not too easy or too difficult as both will affect motivation.

T TIMEFRAME = This can be a date for completion or a frequency e.g. End of March, weekly, monthly etc.

ACAS Engagement Guide states every organisations success is built on its people. A good leader ensures their team individual are in the right role, get this right and you are likely to have committed, motivated, productive staff and a more successful team. It’s up to leaders to set out the vision for the future – a vision that is good for the organisation and that means something to staff.

The four key ingredients of a happier, more motivated and more productive workforce are:
leaders with a vision who value how individuals contribute
line managers who empower rather than control their staff
values that are lived and not just spoken, leading to a sense of trust and integrity
employees who have the chance to voice their views and concerns.

Explain the role that the leader plays in supporting and developing the team and its members and give practical examples of when this will be necessary
A leader’s role is to ensure team members are encouraged and supported to gain new skills and develop wherever opportunities exist, this will improve team loyalty, participation, raise aspirations resulting in a high performance team.
A leader’s role in supporting the team and individuals is to identify barriers to success such as:-
Emotional – domestic issues taking concentration
Practical – must leave at 4pm for a course
Physical – insufficient funds to achieve the projected target
Support by a leader to overcome barriers can be by empathy, listening, emotional intelligence, small talk and asking powerful questions.

A leader’s role in developing the team and individuals to be better and more equipped to engage fully can be by:-
Coaching
Mentoring
Training
Challenge
Autonomy
Delegating
Trusting
Helping