SITXHRM009 Student Guide

SITXHRM009 Lead and manage people Student Guide
SITXHRM009
lead and manage people
© Starford College File Name:

Revised Date: Version:
SITXHRM009 Student Page:1
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Guide
Contents
1: Modelling high standards of performance and behaviour 5
2: Team commitment and cooperation 13
3: Team performance and development 35

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SITXHRM009 Lead and manage people
Application
This unit describes the performance outcomes, skills and knowledge required to lead and manage
people individually and in teams, and support and encourage their commitment to the organisation.
It requires the ability to lead by example and manage performance through effective leadership.
The unit applies to individuals who operate independently and are responsible for leading and
motivating people and teams. This includes supervisors, and operational and senior managers.
The unit applies to all tourism, travel, hospitality, and event sectors.
The skills in this unit must be applied in accordance with Commonwealth and State/Territory
legislation, Australian/New Zealand standards and industry codes of practice.
No occupational licensing, certification or specific legislative requirements apply to this unit at the
time of publication.
Pre-requisite
Nil.
Learning goals
 Model high standards of performance and behaviour.
 Develop team commitment and cooperation.
 Manage team performance.

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1: Modelling high standards of performance and

behaviour
Leading and managing a team of people is very important in order to provide the team with the
leadership and guidance they need to achieve their objectives and targets. Achieving objectives
means that everyone is playing their part in helping the wider enterprise achieve its higher-level
business and strategic goals.
Effective team leadership also manages the often volatile and always dynamic nature of teams
affording a presence and strategies to help identify and address team issues, resolve team conflicts
and problems, and provide the motivation necessary for the team to stay focussed on their work and
reach their required productivity targets.
Further, effective team leadership underpins creativity, creates a more satisfying workplace and
bolsters team cohesiveness and morale.
Finally, from the perspective of the team leader, effective team leadership demonstrates the capacity
and potential of the team leader and helps their progress through the ranks of the organisation to a
more senior position.
Leadership
Leadership is about influencing people to take action
towards an identified goal.
Leaders are sometimes also managers, but not all
managers are leaders even though the two terms are
often used inter-changeably.
Leaders and managers are different because they have
different qualities.
A leader gets their authority from the people they lead
and a manager gets their authority by virtue of the
position they are in. A leader is interested more in
people, while a manager has more of an interest in the
business. Image by fauxels on Pexels
Leadership focuses on inspiring others, motivating them to take action and providing them with
direction and clarity. It is also about energising people, building belief in them and supporting them
to achieve their goals.
A good leader is a person who understands that they need other people in order to succeed, that
they need to support these people and guide them in achieving their objectives.
In a sense, leadership is very different to management as management is concerned with the work
being performed, whereas leadership is focussed on the people who are doing the work
(https://jonathansandling.com/leadership/).

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LIFT THE LID
Read about the difference between a boss and a leader at the link below.
Website: https://www.businessinsider.com/heres-the-difference-between-a-boss-and-a-leader-
2014-9?IR=T
Read about tips for team leader success at the link below.
Website: https://www.thebalancecareers.com/tips-for-success-as-a-team-leader-1919252
Read about how to make teams work better at the link below.
Website: https://blog.teamwork.com/10-ways-leaders-teams/
Take notes about what you learn.
LIFT THE LID
Watch these videos.
 4 tips to improve leadership skills.
Video: https://www.youtube.com/watch?v=61OzhSrgsd8 (05:03)
 What is leadership?
Video: https://www.youtube.com/watch?v=18UVXW-x2_8 (02:15)
 What is leadership?
Video: https://www.youtube.com/watch?v=pYKH2uSax8U (09:36)

Your trainer will facilitate a discussion about the outcomes from the videos.
SHARE PLATE
Access ‘Quotes to Explore’ at https://www.brainyquote.com/quotes/theodore_roosevelt_130672

which presents quotes on leadership.
Select two quotes and discuss/share their orientation to them with the class explaining how they
may apply to leading a team in a work setting.
Detail how the plan might be practiced.
Your trainer will facilitate a discussion.

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Leadership styles
There are many different types of leadership styles, each with their own advantages and
disadvantages.
Important considerations when choosing a leadership style are:
 aim to be as consistent as possible with the style/approach that is chosen.
 match the style to the situation.
 treat the team as responsible adults.
 select an option that reflects your personality.
Common leadership styles include:
autocratic tells the team what to do; little or no consultation
democratic participative and consultative
coaching provides indirect leadership
strategic focuses on attainment of defined goals
transformational leads through their inspiration, passion and energy
laissez-faire lets the team make their own decisions and provides little or no direction
charismatic uses charm and natural charisma to lead people
transactional establishes a something-for-something orientation to leadership.
LIFT THE LID
Read the following.
 ‘Leading teams: how to choose your leadership approach’ at the link below.
Website: https://au.drakeintl.com/drakepulse/leading-teams-how-to-choose-your-leadership-
approach/
 ‘7 common leadership styles: which type of a leader are you’ at the link below.
Website: https://blog.proofhub.com/7-common-leadership-styles-which-type-of-a-leader-are-
you-ef23c93bc706
 ‘Choose Your Leadership Style at the link below.
Website: https://knowledge.insead.edu/leadership-organisations/choose-your-leadership-style-
7971

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LIFT THE LID
Watch these videos.
 5 types of leadership styles.
Video: https://www.youtube.com/watch?v=vilZazhIjoc (07:57)
 Leadership: leadership styles.
Video: https://www.youtube.com/watch?v=AXA34EC8MdU (12:18)

Characteristics of an effective team leader

Good leaders support people to reach their goals while supporting the organisation to reach their
vision and strategic objectives. Characteristics of a good leader include:
 being an effective communicator  having integrity
 providing a good role model for others to  maintaining focus

follow
 collaborating with others
 being a strategic planner
 delegating roles, responsibilities and
 having a vision tasks to others
 being courageous  being committed to what needs to be

achieved.
LIFT THE LID
Read the following.
 ‘The 10 effective qualities of a team leader’ at the link below.
Website: https://smallbusiness.chron.com/10-effective-qualities-team-leader-23281.html
 ‘7 skills needed for strong team leadership’ at the link below.
Website: https://www.pareto.co.uk/blog/7-skills-needed-for-strong-team-leadership-90501/
 ‘Trust in the workplace: 6 steps to building trust with employees’ at the link below.
Website: https://www.yourthoughtpartner.com/blog/bid/59619/leaders-follow-these-6-steps-to-
build-trust-with-employees-improve-how-you-re-perceived
 ‘How to be a good leader in a diverse workplace’ at the link below.
Website: https://smallbusiness.chron.com/good-leader-diverse-workplace-44195.html

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LIFT THE LID
Watch these videos.
 Stop managing, start leading.
Video: https://www.youtube.com/watch?v=d_HHnEROy_w (18:12)
 How to be an effective team leader.
Video: https://www.youtube.com/watch?v=4eXFKMFeXCk (01:05)
 Leadership in action: Session 5 – Effective team leadership.
Video: https://www.youtube.com/watch?v=8T8ZEBCvpkA (29:46)

LIFT THE LID
Access and complete this quiz, ’What’s your leadership style?’ at the link below.
Website: https://www.leadershipiq.com/blogs/leadershipiq/36533569-quiz-whats-your-leadership-
style
Share your results and thoughts with the group.
Modelling expected behaviours and approaches

‘Modelling’ expected behaviours and approaches means the team leader needs to ‘walk the talk’ and
lead by example in terms of:
 what they say
 what they do
 their attitude.
Image by Austin Distel on Unsplash
When the team leader models expected behaviours and approaches this:

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 encourages and empowers others in the team to do the same
 enhances the working relationship with the team because they are doing what they promised
they would and what they expect the team to do
 demonstrates that what is expected and required is, indeed, possible
 elicits the same behaviours and approaches
 gives the team nowhere to go by way of having excuses for failing to comply with what is
required.
Importantly, team leaders must be aware the behaviours and approaches they model can have a
positive or a negative impact on the team. If the team leader models expected/required
behaviours they usually attract a similar response from the team. If, however, they model other
behaviours and approaches, they can and should anticipate the same from their team.
Examples of how team leaders can model expected behaviours and approaches include:
 dressing and acting professionally
 being on time for work, meetings and appointments
 showing faith in and trust in the team and their decisions
 using sensitivity, diplomacy, tact and discretion when dealing with others
 telling the truth and separating fact from opinion
 keeping promises made
 treating everyone with courtesy and respect making a special effort to embrace diversity
 giving credit where it is due – and never take the credit for someone else’s work
 being optimistic and enthusiastic
 doing more than your own share of the work – but be willing to delegate and/or ask for help
 never quitting just because things get tough – perseverance and persistence must be hallmarks
of a team leader’s approach
 communicating honestly and openly, often and regularly.
LIFT THE LID

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Read the following.
 ‘Behaviour modelling in the workplace’ at the link below.
Website: https://careertrend.com/behavior-modeling-workplace-3031.html
 ‘Behaviour modelling in the workplace’ at the link below.
Website: https://smallbusiness.chron.com/behavior-modeling-workplace-10980.html
LIFT THE LID
Watch this video on how attitude influences behaviour.

Video: https://www.youtube.com/watch?v=XJdE7awhJg0 (10:03)
Personal contributions of a team leader

In addition to modelling expected behaviours and approaches (as outlined above), they must also
make sure their day-to-day performance:
 provides an example for the team to follow
 maintains the reputation of the business within the work team and the organisation
 enhances the image of the business with customers.
To accomplish this a team leader should function in a way that:
 is ethical
 aligns with internal policies and procedures
 complies with applicable codes of conduct, behaviour or performance
 meets promises made in customer service charters and similar
 supports ‘public statements’ the business makes about itself – such as the organisation’s Vision
statement, mission statement and values statement
 maintains the confidentiality of issues that need to be kept confidential and documents that are
commercial-in-confidence
 complies with all legislated obligations
 refrains from talking out-of-school or participating in workplace gossip or rumour-mongering
 avoids criticising management, other workers, other teams, customers or stakeholders
 has a genuine customer focus.
“If you look after your staff, they’ll look after your customers. It’s that simple” (Richard Branson).

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LIFT THE LID
Read the following.
 ‘Being and becoming an effective team leader’ at the link below.
Website: https://uk.sagepub.com/sites/default/files/upm-binaries/9789_037019.pdf
 ‘11 ways highly successful leaders support their team’ at the link below.
Website: https://redbooth.com/hub/successful-leaders-support-their-team/
LIFT THE LID
Watch these videos.
 How leaders can support team success.
Video: https://www.youtube.com/watch?v=7HCkkVLDlm0 (05:25)
 The role model leader.
Video: https://www.youtube.com/watch?v=_USviycpeN8 (02:02)


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2: Team commitment and cooperation

Team leaders can identify the outcomes the teams they lead are expected to achieve by reading
higher-level plans, which may be business plans, strategic plans, organisation-wide plans or divisional
or departmental plans; and talking to senior management – to get additional explanations and updates
about what is required.
It is important to understand these higher-level plans because:
 team leaders need to know they have the latest versions of these plans – as they can change
over time
 they are integrated; that is, if all the teams in the department achieve their goals, this means the
department will attain its goals; if all the departments reach their goals, this will mean the entire
organisation will achieve its goals and targets
 the point being that all team plans exist within a wider organisational context and they must be
prepared bearing this inter-relationship in mind.
Team goals
A work team is commonly established to achieve one or more stated goals within a given time (an ‘ad
hoc’ team) or on an ongoing basis (for a ‘permanent’ team). Goals are ‘big picture’ aims that the team
is required to achieve.
These goals flow from the purpose for which the team was established and provide the basis for
creating objectives for the team.
Goals might be to:
serve X customers per week
provide X services monthly
make sales of X products and Y services in the quarter.

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Image by Isaac Smith on Unsplash
LIFT THE LID
Read the following.
 ‘How to set goals for your team’ at the link below.
Website: https://www.betterup.com/blog/the-best-way-to-set-team-goals
 ‘Team goal setting’ at the link below.
Website: https://the-happy-manager.com/tips/team-goal-setting/
 ‘Why your team must be setting team goals’ at the link below.
Website: https://inside.6q.io/setting-team-goals/
LIFT THE LID
Watch this video on setting effective team goals.

Video: https://www.youtube.com/watch?v=ZpzPbEUGLcI (05:24)

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Team objectives
‘Team objectives’ are subsets of the goals that have been established for the team. They give more
detail about what is required and are for shorter time periods that the higher-level goals.
Team objectives might be to:
produce X of dishes today by 11:30am
provide X services of Y duration and to X standard/s today
make X sales of Y products to Z customers today/this week.
In theory, if all the team achieves all the objectives set for it then it will have achieved all the goals that
were set for it.
LIFT THE LID
Read the following.
 ‘How to set team objectives’ at the links below.
Website: https://goalsandachievements.com/how-to-set-clear-objectives-for-your-team-
members/
Website: https://www.range.co/blog/getting-smart-with-objectives
 ‘Set department and team objectives, not just individual’ at the link below.
Website: https://www.workfront.com/blog/set-departmental-team-objectives-not-just-individual
LIFT THE LID
Watch these videos.
 Smart goals.
Video: https://www.youtube.com/watch?v=1-SvuFIQjK8 (31:57)
 How to set objectives for the team.
Video: https://www.youtube.com/watch?v=flKkeZd4nRY (12:22)


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Team responsibilities
‘Responsibilities’ refer to the work individual team
members are expected to undertake. These are
described in the job description for their position
and are the reason the individual has been
included as part of the team.
Responsibilities can relate to:
 having certain knowledge
 being able to demonstrate certain skills
 having a certain attitude
 holding a certain qualification, permit or

licence
 having nominated experience.

Image by airfocus on Unsplash
LIFT THE LID
Read the article on ‘Role and responsibilities of team members’ at the link below.
Website: https://accountlearning.com/roles-and-responsibilities-of-team-members-in-a-team/
LIFT THE LID
Watch these videos.
 Belbin’s theory on team dynamics.
Video: https://www.youtube.com/watch?v=hMesDq_rNOw (07:41)
 Team roles and responsibilities.
Video: https://www.youtube.com/watch?v=CitykG5reR0 (02:07)
 How to define roles & responsibilities in your business.
Video: https://www.youtube.com/watch?v=UJhy9qEAmWQ (03:21)

Team plans
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‘Team plans’ indicate how the team objectives will be achieved. They:
 are not always created for every single thing a team has to do – but they are commonly prepared
for significant, important or extraordinary tasks
 may be prepared by the team leader who

then shares them with and explains them to
the team.
 may be prepared as a team exercise where

individual team members contribute to their
development – many believe a team plan
where the team has input stands a much
greater chance of success as the team is
more committed to it and better
understands what it is all about.
These plans should:
 have a name or title
 be dated
 list the objective they are aiming to achieve
 identify the steps to be taken in sequential

order to achieve the identified objective
 contain the resources to be used or

available for use
 give start and finish times/dates
 name the team members responsible for

identified tasks.
Image by Polina Zimmerman on Pexels

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LIFT THE LID
Read the following.
 ‘An introduction to team-based planning’ at the link below.
Website: https://peopleleaders.com.au/introduction-team-based-planning/
 ’10 key steps of team-based planning’ at the link below.
Website: https://peopleleaders.com.au/10-key-steps-of-team-based-planning/
Goal setting
Goals need to be set by team leaders to:
 provide direction and focus for the team and members of it
 act as a motivator
 help ensure required productivity targets are reached
 facilitate coordination of disparate tasks
 supply a benchmark against which to measure progress
 make the abstract real
 make team members accountable for what they do.
The principles of goal setting are:
 set SMART goals (see below)
 establish context: explain the reason the work has to be done tell the ‘why’.
 be clear: the team leader needs to be clear about what is to be achieved and communicate that
in equally clear terms in the goals that are set.
 challenge the team: good goals stretch the team and enable them to test themselves and grow,
 collaborate: work with the team to agree on the goals and get their buy-in/commitment.
 build in accountability: so, people know what they are responsible for.
 monitor progress: check in with the team to see if they need advice or assistance.
 provide the resources: make sure they have the wherewithal to get the work done.
 allow sufficient time: there must be enough time to get the job done.
 provide feedback: let them know how they are going and when or if they need to modify their
actions.

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It is widely accepted that all team goals (and objectives) should be SMART, that is:
Specific they must state clearly what the team needs to achieve.
they must be able to be measured so the team can calculate and quantify its
Measurable
progress towards them.
they must be realistic such that team members feel there is genuine belief they
Achievable
can be attained.
Relevant they have to relate to the direction the team has been established for.
Timely they need to have a start and finish time and/or date attached to them.
LIFT THE LID
Read the following.
 ‘Three highly effective goal setting techniques’ at the link below.
Website: https://happyproject.in/set-goals/
 ‘Effective goal setting: practical advice for setting, measuring and hitting your goals’ at the link
below.
Website: https://blog.rescuetime.com/effective-goal-setting/
LIFT THE LID
Watch these videos.
 A complete guide to goal setting.
Video: https://www.youtube.com/watch?v=XpKvs-apvOs (06:11)
 SMART goals – Quick overview.
Video: https://www.youtube.com/watch?v=1-SvuFIQjK8 (03:57)


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Work allocation
Work allocation is about the assignment of identified tasks to team members.
When allocating work to team members, team leaders need to:
 get to know team members as individuals and learn their talents, experiences, backgrounds and
capabilities
 play to the strengths of individual team members
 gain an understanding of the total work commitment and responsibilities of individual team
members – so they are not inadvertently overloaded
 enable team members to develop and learn new knowledge and skills by teaming less-
experienced team members with more experienced ones
 plan the allocations so they are fair and balanced – no overloads
 avoid playing favourites and avoid victimising people or using this as a means of retribution
 rotate work that is boring or disliked
 build in a feedback loop - so the team leader can debrief with the team member and vice versa.
LIFT THE LID
Read the following.
 ‘5 keys to successfully allocating work across your team’ at the link below.
Website: https://www.thoughtleadersllc.com/2014/09/5-keys-to-successfully-allocating-work-
across-your-team/
 ‘How to successfully allocate work to your team’ at below.
Website: https://projss.co.uk/how-to-successfully-allocate-work-to-your-team/

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Communication
Communication is vital for ensuring that each team member understands expectations, roles and
responsibilities.
Open communication is vital. Open communication
occurs when both parties to the communication process
are involved in the exchange, and both parties are
totally honest with each other and share all there is to
know about the topic being discussed.
Benefits of open communication include:
 greater trust between those involved
 more transparency between those involved about

what is happening
 greater context about the issue being discussed

for those involved
 increased willingness to continue to communicate
 reduced likelihood of misinterpretation of

messages being exchanged.
Image by Jessica Da Rosa on Unsplash
Open communication is the opposite of ‘closed communication’ where only one part sends a message
and there:
 is no guarantee the other party received it
 the other party understood it as it was intended
 is no knowledge how they feel about it or about whether they will act on it.
To keep communication ‘open’ both parties need to play their part – that is they need to:
 provide and seek communication
 engage with the other party as part of the process.
 commit to doing it on an ongoing basis
 be honest in what they communicate.
Communication options when communicating with management

Effective options for team leaders to communicate with management, both sending messages and
receiving them, are:
 attending formal, scheduled meetings,  participating in ‘meetings by appointment’,

such as daily or weekly management where one party makes a time to meet
meetings, and listening to what is said with the other
and making contributions
 making telephone calls
 having chance discussions during the day
 sending emails

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 writing memos  making formal presentations.
 completing written reports
Image by Volodymyr Hryshchenko on Unsplash
Communication options when communicating with the team

Communication that team leaders have with their team will be different to those they have with
management because they:
 have more opportunity to communicate with the team
 should know the team members better
 are on the same level as the team.
The communication method most commonly used is face to face communication in a team setting (at
a team meeting or briefing) or one on one. This may be supplemented by written communication such
as copies of plans, instructions, procedures, checklists, performance reports etc.
In some cases it also acceptable on the basis of the structure of the team, location of members, how
busy they are and their preferred communication style to telephone them, send them an email or a
text message.
The most effective method is always a face-to-face meeting where both parties can see each other as
this allows body language (non-verbal communication) to be factored in, enables more likely follow-up
of unclear statements and increases the chance useful add-on questions will be asked that can
provide additional information or context.

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Keys to effective communication

Team leaders should ensure their communications are:
 clear and unambiguous
 comprehensive: providing all necessary information
 received: by addressing barriers to communication, asking for confirmation or receivable and/or

personally following up
 constant: communication should be regular to be effective.
LIFT THE LID
Read the following.
 ‘Top 10 tips for effective workplace communication’ at the link below.
Website: https://www.chrysos.org.uk/blog/top-10-tips-for-effective-workplace-communication
 ‘Proven ways to encourage open communication in the workplace’ at the link below.
Website: https://inside.6q.io/open-communication-in-the-workplace/
 ‘Barriers to effective communication’ at the link below.
Website: https://readytrainingonline.com/articles/barriers-effective-communication/
LIFT THE LID
Watch these videos.
 Workplace communication.
Video: https://www.youtube.com/watch?v=kaH4xfodN3w (04:50)
 The recipe for great communication.
Video: https://www.youtube.com/watch?v=qFWsTsvJ8Xw (04:42)

Individual behaviour and differences

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Team leaders need to appreciate that a team is

made up of individuals and this means they are likely
to have unique behaviours and individual differences.
For a team leader these individual behaviours may:
 influence the leadership style they adopt.
 raise challenges to their leadership.
 cause disharmony within the group – as the

behaviour of one grates with that of another, or
the behaviour is too far from accepted team
behaviours.
 help identify the team as a separate entity.
For a team leader these unique differences between

team members may mean:
 the team can benefit from the diversity this

brings to the group.
 there can be a need to cater for individual

difference – raised by disability, race, religion,
age, gender etc.
 the team may need education on working with

Image by fauxels on Pexels
diversity.
 communication may need to embrace a range of options to suit everyone’s needs.
Encouraging teams to be innovative

The question ‘What is innovation?’ is answered as follows:

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Innovation generally refers to changing processes or creating more effective processes, products
and ideas.
For businesses, this could mean implementing new ideas, creating dynamic products or improving
your existing services. Innovation can be a catalyst for the growth and success of your business,
and help you to adapt and grow in the marketplace.
Being innovative does not only mean inventing. Innovation can mean changing your business
model and adapting to changes in your environment to deliver better products or services.
Successful innovation should be an in-built part of your business strategy, where you create a
culture of innovation and lead the way in innovative thinking and creative problem solving.
Innovation can increase the likelihood of your business succeeding. Businesses that innovate
create more efficient work processes and have better productivity and performance
(https://www.business.gov.au/change-and-growth/innovation).
Encouraging innovation in a team can support staff to think creatively. It can also embrace new
technology, improve work processes and meet customer demands or needs.
Benefits of innovation
 Increased productivity.
 More efficient use of resources.
 Diversity inclusion.
 Improved staff retention.
 Increased competitiveness/new customers.
Techniques to support workplace innovation

Team leaders can optimise the potential for workplace innovation by their teams by:
 encouraging an innovative culture and accepting there will be some false starts and failures.
 hiring a more diverse staff so the pool of experience and expertise is increased.
 leading by example and showing the team ways in which innovation might be introduced into the
workplace.
 teaching the team, a range of creative thinking techniques.
 rewarding employees for making an effort, as well as for success.
 investing in resources to support and enable innovation.
 allocating time for innovation.
 creating collaborative spaces in the workplace where team members can meet and collaborate.
 promoting and showcasing the results of innovation.

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LIFT THE LID
Read the following.
 ‘Understand the benefits innovation will bring to your business; Learn how to develop an
innovative business culture’ at the link below.
Website: https://www.business.vic.gov.au/marketing-and-sales/growth-innovation-and-
measurement/improving-business-innovation-and-examples
 ‘How to encourage innovation in your team’ at the link below.
Website: https://www.roberthalf.co.nz/management-advice/team/encourage-innovation
 ‘4 ways to build an innovative team’ at the link below.
Website: https://hbr.org/2018/02/4-ways-to-build-an-innovative-team
LIFT THE LID
Watch these videos.
 Innovation 1012: building your team.
Video: https://www.youtube.com/watch?v=WzmKqWSxUwU (03:23)
 The Innovation Pyramid: an effective tool to align your team’s vision on innovation.
Video: https://www.youtube.com/watch?v=4VGpaCXdx-I (04:36)

Group dynamics and process

It is important to understand group dynamics as part of leading and managing a team.
‘Group dynamics’ is the study of the ways in which groups, or teams, interact with each other.
In theory. If a team leader understands the dynamics of the team they lead, they will be better and
more effectively able to manage and lead that team.
In general, the dynamics within a team should be positive, supportive and constructive.
Stages of team formation

Bruce Tuckman, a psychologist, identified in 1965 that groups/teams go through distinct stages of
development:
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Forming. Storming. Norming. Performing. Adjourning.
If a team leader can identify the stage at which the team they are leading is at, this knowledge can
help them better manage the expected dynamics of that team. In practice this means they can:
 anticipate problems and take action to mitigate them
 be more alert to the signs of problems and intervene early to prevent small issues turning into
major problems
 explain to the team members the feelings they are experiencing within the team environment
 take action to improve the team dynamics by presenting options, addressing conflict, providing
feedback, and encouraging teamwork.
LIFT THE LID
Read the following.
 ’10 team dynamics for high performing teams’ at the link below.
Website: https://mikecardus.com/10-team-dynamics-that-all-great-teams-share/
 ‘5 stages of team development’ at the link below.
Website: https://toggl.com/stages-of-team-development/
 ‘Understanding the importance of team dynamics’ at the link below.
Website: https://www.notredameonline.com/resources/leadership-and-management/
understanding-the-importance-of-team-dynamics/
SHARE PLATE
In small groups do the following:
 Identify a company and a team within that organisation.

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 Work together to identify and establish the purpose for that team.
 Collaborate to determine the composition of that team in terms of numbers and

skills/experience required.
 Determine goals and objectives for the team for a given period, say 1 week.
 Develop a plan for the team to follow for a day that will lead them towards achievement of the
goal and objectives that have been set.
As a large group, reflect on the dynamics of your group as they worked on this activity.
Opportunities for team input

Effective team leaders must provide a variety of options and opportunities for their team to contribute
towards planning, decision making and operational aspects of the work that has to be done.
Options to optimise input by the team towards these topics include:
 making new team members aware when they first join the team that it functions on a
consultative, participative, democratic basis
 explaining to the team the many benefits that can flow from gaining a diverse range of viewpoints
and inputs when these things need to be addressed
 conducting regular team briefings and meetings
 asking team members for their input so they know it is sought
 having an ‘open door’ policy when team members want to contribute
 allowing input via:
o verbal comment including casual discussions
o by phone
o by text message
o via email
 thanking people for input
 acting on the contributions made where it is valid to do so, and explaining why suggestions made
were not followed or incorporated into plans or actions
 giving team members as much advance notice as possible about topics to be discussed – so
they can think about what they want to contribute
 providing mechanisms such as:
o suggestion box
o ideas book
o whiteboard.

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Support for the team

Team leaders must provide encouragement and support to their teams and individual team members.
By supporting the members of the team, leaders can:
 demonstrate ongoing interest in and commitment to the team
 learn more about the challenges they are facing in relation to the workplace, tasks to be done
and goals to be achieved
 provide tangible assistance when necessary
 optimise team cohesion (see immediately below)
 pitch in and demonstrate their own capabilities thereby gaining respect from and confidence of
the team
 optimise potential for goals to be met.
A cohesive team can be seen as:
 working together
 collaborating with other members
 having initiative
 meeting deadlines
 supporting each other.
Practical action
This can include:
 explaining or clarifying policies and procedures of the organisation
 developing and maintaining a positive team culture
 establishing appropriate team norms
 communicating team and workplace instructions, standards and codes of conduct
 making the team aware of other organisational imperatives and operations
 protecting the team from exploitation by other managers or departments
 requesting resources on their behalf from management
 negotiating reduced workloads or longer timelines with management where the team needs them
 supporting team members to complete tasks on time by pitching in
 being proactive in identifying and resolving intra-team conflict
 assisting the team to solve problems they encounter
 providing encouragement and motivation
 sharing their own stories of struggle, failure, disappointment

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 providing constructive feedback to other team member s
 sharing and updating information the team needs to work efficiently and effectively
 providing mentoring or coaching when required
 using a range of ‘rewards and recognitions’ – such as positive praise, bonuses, vouchers, or
extra lunch time break.
Implicit in supporting the team is also the provision of encouragement to team members to support
each other by:
 urging them to ask for help when they need it.
 encouraging to offer help to others without waiting to be asked.
 monitoring each other’s progress.
 working cooperatively with each other.
 planning ahead so they can share limited equipment or resources.
 raising matters of concern.
Delegation
Delegation is a very important aspect of leading and managing a team. Delegation is the assigning of
tasks or responsibilities to another person or group.
Team leaders should delegate with regularity to:
 give themselves more time to do other things
 help members of the team grow and develop
 demonstrate trust in the team.
Keys to effective delegation include:
 plan the delegation – in terms of what will be delegated, when and to whom
 delegate a variety of work – not just the same thing, and definitely not only tasks the team leader
does not like or does not want to do
 promote the benefits of delegation to the team
 only delegate to those want to be delegated to – enforcing delegation can be very counter-
productive
 give clear and sufficient instructions and directions about what needs to be done
 explain reason the delegated work is being delegated – and explain why the delegated task
needs to be completed
 offer training and/or practice to ensure the team member has the necessary skills and knowledge
to do the required job
 monitor progress and be available – so additional information, advice or support can be given
 encourage the team member to ask questions and/or seek clarification about the delegated task
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 provide ongoing feedback on their progress.
LIFT THE LID
Read the following.
 ‘Four effective methods and one real-world example of how to delegate better’ at the link
below.
Website: https://blog.hubstaff.com/delegate-tasks/
 ‘How to delegate the right tasks to the right people: effective management skills for leadership
success’ at the link below.
Website: https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-
to-the-right-people-effective-management-skills-for-leadership-success/
LIFT THE LID
Watch these videos.
 How to delegate.
Video: https://www.youtube.com/watch?v=DMsHHS-Gs_o (10:31)
 Management training: delegating effectively.
Video: https://www.youtube.com/watch?v=kKMfJReTOWU (04:36)
 Delegation skills.
Video: https://www.youtube.com/watch?v=YBL1b9bvuEg (05:08)

SHARE PLATE
In a small group think of an example when you had to delegate a task. Share your experience with
the group. Explain:

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 How did you identify the person to be responsible for the task?
 Did the person require coaching or mentoring to complete the task?
 Were there any barriers?
 How did you overcome the barriers?
Negotiation
Negotiation is another important skill in
regards to leading and managing people.
Negotiation refers to discussions aimed at
reaching an agreed solution or outcome to
an identified issue. The issue might be
related to:
 allocating work
 setting timelines for completion of

work
 developing team or individual team

member plans
 setting objectives. Image by fauxels on Pexels
Team leaders must be prepared to negotiate on a range of issues especially if they are adopting a
democratic style of leadership or any other approach that accepts involvement by team members.
This said, team members must also be prepared in certain circumstances to ignore or avoid
negotiation and simply impose their will on the team.
This may be the case where:
 a crisis or emergency situation has arisen
 the situation is governed by legislation or organisational protocols that must be complied with
 a matter/work to be done is urgent and/or other people within the business are waiting for it so
they can do their work.
Team leaders can be more effective negotiators if they:
 plan any task or issue they intend negotiating – to work out what they will say or do as part of the
process
 set ground rules for the negotiation – as party of the team rules and norms: respect for each
other’ proper language; honesty
 describe the issue and identify the goal that needs to be achieved as a result of the negotiation
process

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 offer suggestions and alternatives
 encourage others to contribute ideas and solutions – and listen to what they say
 are open and judge every contribution and negotiation on its merits – as opposed to entering the
negotiation with closed ideas of what is acceptable or not
 are prepared to compromise – team leaders need to recognise that just because they are team
leaders does not mean they will ‘win’ every negotiation
 strive for a win-win outcome
 train their team members how to negotiate
 seek common or majority agreement
 recap the agreement before finalising the negotiation
 act in good faith on the agreement reached.
LIFT THE LID
Read the following.
 ‘How a solid issue management process can help your team’ at the link below.
Website: https://www.lucidchart.com/blog/what-is-issue-management
 ‘Four best practices for issue management’ at the link below.
Website: https://www.clarizen.com/four-best-practices-for-issue-management/
LIFT THE LID
Watch these videos.
 Negotiation in the workplace.
Video: https://www.youtube.com/watch?v=ahAyRI1Fcdg (24:35)
 Negotiation skills: 3 simple tips on how to negotiate.
Video: https://www.youtube.com/watch?v=bgz2vNMTpxQ (05:07)
 Tips for effective workplace negotiation.
Video: https://www.youtube.com/watch?v=wZ4hn4_PjwQ (01:20)

 in order they can understand what their leader thinks of their effort and performance
 to prove the team leader is interested in their work and is paying attention to what they are doing

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 in order to reinforce positive behaviours
 to retrieve unacceptable outcomes.
In relation to the provision of feedback to the team and individual team members team leaders should:
 always give constructive feedback – even when it has to be negative
 praise in public and criticise in private
 be tactful and sensitive when delivering negative feedback
 do it regularly – team members need to become accustomed to receiving feedback
 base what they say on actual and objective evidence – and not on supposition or half-truths
 provide it as close as possible to the action that generated it
 be genuine and sincere in what they say
 focus on both the outcome achieved and the process used to achieve it
 explain the feedback – not just give it
 never focus on the individual – but on what they have done or not done.
In addition, it is vital for team leaders to realise feedback may be provided by the team about their
performance – so they should:
 let the team know they want it
 ask for it
 be ready to receive and gracefully accept comments that may be hard to hear
 never ‘shoot the messenger’.
LIFT THE LID
Read the following.
 ‘How to give your team feedback’ at the link below.
Website: https://hbr.org/2014/06/how-to-give-your-team-feedback

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 ‘9 ways to give effective employee feedback’ at the link below.
Website: https://www.15five.com/blog/9-ways-to-give-effective-employee-feedback/
Image by Gustavo Fring on Pexels
LIFT THE LID
Watch these videos.
 How to give feedback – Leadership training.
Video: https://www.youtube.com/watch?v=L8Mh3bikqS4 (03:44)
 How to give constructive feedback effectively.
Video: https://www.youtube.com/watch?v=_DZp8AZYjrY (04:05)

Issue management
‘Issue management’ refers to identifying and sorting out operational matters that are preventing the
team from accomplishing the work set for them in their plans.
Issues may relate to:
 lack of cooperation, information or communication from others within the organisation
 insufficient or incorrect materials and equipment needed to do the work
 customer-related service issues or complaints

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 sub-standard quality of products
 complaints about being over-worked.
Team leaders need to manage issues impacting the team to:
 help the team achieve its goals and keep plans on target
 demonstrate support for the team
 enable the wider organisation to achieve its goals
 enhance workplace productivity.
Team leaders may need to:
 investigate the issue to learn about it and identify causal factors
 determine how the issue is impacting or has impacted the team
 generate possible solutions and/or revise team plans to accommodate the issue
 talk to or negotiate with other team leaders, supervisors or managers
 consult with customers
 obtain more or different resources
 provide training or coaching
 renegotiate other and/or higher-level plan requirements with other team leaders or managers
 reset service standards and/or product criteria
 revise standard operating procedures including workplace layout and workflow
 refer matters that cannot be resolved to the designated person – such as their super-ordinate
together with details of the issue and explanation of any action attempted and results achieved
as a result.
LIFT THE LID
Read the following.
 ‘How a solid issue management process can help your team’ at the link below.
Website: https://www.lucidchart.com/blog/what-is-issue-management
 ‘Four best practices for issue management’ at the link below.
Website: https://www.clarizen.com/four-best-practices-for-issue-management/
LIFT THE LID
Watch this video on effective team management – the secret of team success.

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Video: https://www.youtube.com/watch?v=Gp39lhald4k (07:21)

Your trainer will facilitate a discussion about the outcomes from the video.
LIFT THE LID
Work in small groups.
 Identify an issue that a team or a team member could raise as an issue.
 Decide the procedures they would apply as their ‘issue management protocol’ for the team to
resolve the issue.
 Talk through how they think the application of these procedures would play out:
o identifying possible further or flow-on difficulties that would need to be addressed
o suggesting ways to resolve them.
 Review the original ‘issue management protocol’ and revise, if necessary, on the basis of
lessons learned.

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3: Team performance and development
Learning is crucial to a positive company culture. Everybody needs to be involved in learning – from
those right at the top, to those at the most junior level. An organisation's capacity to grow depends on
their openness to learning. Most successful businesses recognise that highly skilled workers are
invaluable, and that keeping employees up to date on their training keeps the business competitive
and productive.
Aligning the needs of the employees with the needs of the company can work well to promote a
positive and supportive work environment where the employees feel valuable at the same time as
they are adding value to the business.
Learning can benefit employees through:
 increasing their sense of ownership in the business
 becoming more organised, productive and flexible and better able to meet the needs of internal
and external customers
 learning new skills and abilities in areas such as decision-making which can empower staff and
make them more effective.
Understanding the importance of employee learning and staff development is important, but just as
important is identifying what the learning and development needs of your employees are. A business
does not want to waste money in training employees in areas where they are already proficient and
doesn’t want to waste money in training all employees in the same area where there is no relevance
to job role, or the goals of the organisation. Individual training needs need to be identified, training on
a team level needs to be planned for and these need to be linked to the strategic objectives and goals
of the business.
Training needs analysis

Training or assessment needs analysis is a process of identifying gaps between the employees or
organisation’s current and desired performance gap. This can be done by conducting an analysis of
any or all three levels of a company: organisational, task and person analysis. Consulting with the
various stakeholders, collection of information and outcomes all form part of the training needs
analysis.

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Organisational analysis
What training is needed in the organisation?
 What are the goals of the business?
 What is the vision and mission of the organisation?
 What context for training is relevant?
Team task analysis

What knowledge, skills and abilities are needed for effective job performance?
 Identify target roles.
 Obtain job description.
 What does the team need to achieve as a whole?
 How do the individual strengths and skills make up the strengths of the team as a whole?
Person analysis
Who needs training?
 What is the desired performance?
 What gaps are there?
 What are the obstacles (barriers) to desired performance results?
Types and strategies for learning

 Training: is the action of teaching an employee a skill or behaviour. Planned and formal training
programs are common in organisational settings and help employees gain new knowledge and
skills that enable them to improve their work standards and performances.
 Development: similar to training however this is done in an effort to help employees gain new
knowledge and skills to perform future work responsibilities.
 Learning: is the process of acquiring knowledge and skills and a change in behaviour as a result
of study, training and or experience.

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There are many different ways employees learn:
Strategies that promote learning and motivate employees to learn in the workplace can include:
 When skill training is aligned to employee interests, employee motivation to learn will be much
greater. Long-term career benefits from the training should be emphasised as much as skills
gained for their current position.
 When senior management model initiative and interest in their own learning and continual
education, employees are more likely to also devote time and energy to ongoing training.
 It is important that employees feel they have support, and that they have somebody they can turn
to if they have questions or concerns about their learning. The promotion of coaching and
mentoring in an organisation enables employees to receive candid feedback and debriefing.
Employees also benefit from knowing they have someone who is interested in their progress and
can support them with problems.
 Having a ‘shadowing’ program, that is, a person already in the job shows a new employee the
role.
 Job rotation or secondment – provides an employee with an opportunity to experience another

position or location on a temporary basis.
 Recognising and rewarding success demonstrates to employees that you know and appreciate
their efforts. It’s important to acknowledge meeting of targets and achievement of goals and even
provide tangible rewards.
 People often retain information best after teaching it to somebody else. Allowing collaboration
enables employees to help others who may be struggling with part of their learning. It also helps
cultivate a sense of team spirit.

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LIFT THE LID
Read the following article and discuss as a group.

Website: https://www.breathehr.com/blog/how-to-identify-employee-training-and-development-
needs
Read and discuss the seven steps in identifying and implementing learning and development
needs:
 Set clear expectations
 Monitor performance
 Ask employees
 Carry out an organisational, work and task analysis
 Set up personal development plans
 Set up focus groups
 Set up a system of monitoring and coaching.
Your trainer will facilitate a discussion about the outcomes from the reading.
SHARE PLATE
Consider a workplace, a previous role or research an organisation that you are familiar with.
Answer the following questions:
 What is the strategic goal of the organisation?
 How would you support the organisation to develop employees to meet its strategic goal?
 What types of training, development or leaning programs and plans might be suitable for this
business?
Your trainer will facilitate a discussion about the outcomes from the research.

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Opportunities for development

There are many areas that individuals and teams are able to develop their skills, knowledge and
behaviours in.
Learning and development activities for individuals can include the following focus areas:
 new or extended knowledge
 interpersonal communication (people) skills
 skills acquisition, reinforcement and practice
 teamwork, team roles and responsibilities
 performance management systems (goal

setting, action planning, reviewing and providing
feedback)
 performance management processes

(monitoring, measuring, assessing and
evaluating work practices)
 problem solving and decision making
 extending specific area of expertise
 conflict management
 behavioural change and/or modification
 attitudinal change.
Learning and development activities for teams

include:
 team building and team cohesion

Image by Sam Bayle on Unsplash
 group dynamics
 team self-directedness and empowerment
 performance management systems (setting KRAs, KPIs, goals and objectives, using action
plans)
 performance management processes (monitoring, measuring, reviewing and providing feedback)
 effective meetings
 team presentation and representation
 team problem solving and decision making
 conflict management
 team selection and influence
 team creativity and innovation.
Some key steps in encouraging both individuals and teams to access and participate in learning
opportunities in the workplace are as follows:
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 Formalise training and development plans. For a learning culture to be ingrained, it should be
mandatory for all individuals in the organisation. Training and development plans that are not
formalised are at risk of not being taken seriously and as a result, not implemented.
 Give recognition to learning. Employees who have successfully learned new skills and abilities
should be recognised which encourages others to follow suit.
 Get feedback. Sessions and polls should regularly be done to evaluate the benefits of training
and development, as well as to determine whether the training investment is well spent.
 Promote from within. One of the advantages of training is having employees who are ready for a
bigger role. Announce an internal job posting to encourage employees to gain knowledge.
 Develop knowledge and information sharing into a formal process. People will be more
encouraged to share knowledge and information if they are required to do so. Formalising the
process makes sure that everyone who needs the information gets it.
Coaching and mentoring

Mentoring and coaching can be very useful in terms of supporting team members.
Mentoring in the context of a workplace is where a mentor assists a mentee to achieve their career
goals through passing on their own knowledge, skills and experience according to a structured
mentoring approach.
Mentoring is a good way to assist staff in developing skills at little or no cost as it focuses on using
existing staff to develop skills and can also assist in employee retention.
There are numerous sources of excellent information about mentoring. Here are two sources of
information that you could review such as:
 https://www.business.qld.gov.au/running-business/employing/staff-development/mentoring
 https://www.seslhd.health.nsw.gov.au/mentorship-a-guide-for-mentors
 https://www.businessmanagementideas.com/human-resource-management-2/mentoring/what-
is-mentoring/20232
Coaching differs to mentoring in that it tends to be task based and therefore focused on specific
issues that a staff member may need assistance with. An expert coach is required who can teach the
coachee to develop the required skills. This can be another staff member. Once the coachee
successfully acquires the skills, the coach is no longer needed. Therefore, again this differs from
mentoring which is usually long term.
Coaching can be an approach easily adopted within an organisation.
Coaching is addressed in the unit SITXHRM007 Coach others in job skills.
LIFT THE LID

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Discussion: What’s the difference between coaching and mentoring?

Watch the following video and take notes on coaching and mentoring.
Mentoring vs coaching.
Video: https://www.youtube.com/watch?v=I0z-bVUk_CU (03:58)
Discussion: Have you been coached or mentored at a job?
In small groups discuss your experiences and the differences between the two methods.
Your trainer will facilitate a discussion about the outcomes from the video.
SHARE PLATE
Consider a new task that has arisen as a result of continuous improvement, for example, the
introduction of online meetings for time and cost efficiencies or due to the pandemic.
How would you coach your fellow colleagues so they can gain skills and knowledge?
Monitor the performance of individuals and teams

A business needs to monitor and evaluate team performance. Training and development provided
also needs to be tracked so that the business knows if the investment in time and money is producing
improvements.
Employees need positive, structured feedback on their progress in order to find direction and gain
confidence. This will reflect in their behaviour with customers and inspire higher customer confidence
in the business.
Managers and trainees should hold a weekly informal review session as well as more formal four-
weekly sessions to track progress, including against their overall performance and personal
development plans. This feedback is recorded on the worker’s performance review and personal
development plan and filed in their personnel folder (or an electronic equivalence).
It’s important to have a system in place that encourages regular review and feedback on goals. It's
often helpful for leadership teams to send out a calendar of events specifying when goals will be
reviewed, finalised, adjusted, and finally evaluated.

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Recognition and reward

Recognising and rewarding an individual’s and team’s performance is vital. Therefore there will be
incentives for achieving targets and goals.
SHARE PLATE
Research five ways you could recognise a staff member/team member’s performance.
Take notes on your findings.
SHARE PLATE
In a small group think of an example when you have provided recognition or reward to someone or
received some recognition and reward and share it with the group.
SHARE PLATE
Work in the same group that you worked in for the activity above where you developed a Team
Work Plan.
You are expected to encourage all team members to be innovative and be constructive in their
participation. Keep in mind that this unit’s focus is on teams working in an effective way, and you
will be assessed on your ability to encourage and support your colleagues to do this.
You will need to act as a positive role model and interact with the group in a positive and
professional manner. You will need to encourage team members to be innovative and take
responsibility for their own work as well as motive the team.
Your trainer will now combine your group with another group. Your group will each take turns to
share their Team Work Plan and seek feedback from the other group.
Consider asking questions to the other groups team members such as:
 Is the allocation of work equal?
 What skills does each team member have?
 Do they think that they would like to complete other tasks?
 What is the reason for the delegation of specific tasks?
 Are the goals SMART?

RTO:45769 | CRICOS:03957M 10/07/2023 1.0
Guide
 Does a team member require coaching or mentoring?
Consider the feedback given in the initial group and decide on the updates required to the Team
Work Plan. Once completed share the reviewed Team Work Plan with the other group.
LET IT SIMMER
Reflect on the activity you just completed and think about:
 what you did well
 what you could improve on
 what you would do different next time.

RTO:45769 | CRICOS:03957M 10/07/2023 1.0
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SITXHRM009 Lead and manage people Student Guide

lead and manage people

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© Starford College File Name:

SITXHRM009 Lead and manage people

 Develop team commitment and cooperation.

 Manage team performance.

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1: Modelling high standards of performance and

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LIFT THE LID

LIFT THE LID

Watch these videos.

 4 tips to improve leadership skills.

Video: https://www.youtube.com/watch?v=61OzhSrgsd8 (05:03)

Video: https://www.youtube.com/watch?v=18UVXW-x2_8 (02:15)

Video: https://www.youtube.com/watch?v=pYKH2uSax8U (09:36)

Access ‘Quotes to Explore’ at https://www.brainyquote.com/quotes/theodore_roosevelt_130672

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 aim to be as consistent as possible with the style/approach that is chosen.

 match the style to the situation.

 treat the team as responsible adults.

 select an option that reflects your personality.

Common leadership styles include:

autocratic tells the team what to do; little or no consultation

democratic participative and consultative

coaching provides indirect leadership

strategic focuses on attainment of defined goals

transformational leads through their inspiration, passion and energy

charismatic uses charm and natural charisma to lead people

transactional establishes a something-for-something orientation to leadership.

LIFT THE LID

Read the following.

 ‘Choose Your Leadership Style at the link below.

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LIFT THE LID

Watch these videos.

 5 types of leadership styles.

Video: https://www.youtube.com/watch?v=vilZazhIjoc (07:57)

 Leadership: leadership styles.

Video: https://www.youtube.com/watch?v=AXA34EC8MdU (12:18)

Characteristics of an effective team leader

 being an effective communicator  having integrity

 providing a good role model for others to  maintaining focus

 being courageous  being committed to what needs to be

LIFT THE LID

Read the following.

 ‘The 10 effective qualities of a team leader’ at the link below.

 ‘7 skills needed for strong team leadership’ at the link below.

 ‘How to be a good leader in a diverse workplace’ at the link below.

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LIFT THE LID

Watch these videos.

 Stop managing, start leading.

Video: https://www.youtube.com/watch?v=d_HHnEROy_w (18:12)

 How to be an effective team leader.

Video: https://www.youtube.com/watch?v=4eXFKMFeXCk (01:05)

 Leadership in action: Session 5 – Effective team leadership.

Video: https://www.youtube.com/watch?v=8T8ZEBCvpkA (29:46)

LIFT THE LID

Modelling expected behaviours and approaches

 what they say

Image by Austin Distel on Unsplash

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