EFQM Excellence One Toolbook

How it works
Why would you like to use this tool
(deliverables).
A description of what you can expect to
achieve if you use this tool.
A problem or a set of circumstances that you
wish to understand further
How to use this tool (steps)
A description of the key steps to follow if you
want to apply this tool rigorously.
When would you use this tool (context)
The context in which you might want to use this tool.This
might be an approach to excellence, a process or an event.

What could be done next

A description of the possibilities you have to maximise the
benefits of the tool, after completing all the steps. Second page
To demonstrate an application of
How to make the best use of the tool or information that aids
the tool (tips and traps) further understanding of how the
Tips to help maximise the benefits of tool can be applied.
the tools and traps to avoid.

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Why would you like to use
this tool (deliverables)?
■ The EFQM Excellence Model(tm)
is based on a framework of nine
criteria. It can be used during a
review process to identify and
confirm which Result areas are
tracked and which Enablers are
supported by the organisation.
■ To gain agreement on which key
results and critical enabling activi-
ties are critical to the organisation.
When would you use this tool
(context)?
■ When you want to prioritise and
agree the result areas that are
important to the organisation.
■ When you want to understand the
relationship and impact between
Enablers (what you do) and Key
Result Areas (what you achieve).
How to make the best use of
the tool (tips and traps)?
■ The EFQM Model is a non-pre-
scriptive framework, itshould how-
ever be customised to reflect the
specific approaches and results rel-
evant to your organisation.
What could be done next?
■ Undertake a Self-Assessment.
■ Score the organisation using
RADAR principles.
■ Identify areas for improvement.
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TOOL #00
EFQM Excellence Model
How to use this tool (steps)?
■ There are a number of publications, awareness sessions and
training courses available that explain the EFQM Excellence
Model.This would be an advisable first step to build expertise.
■ Use the Model as a checklist to compare what your organisa-
tion does in comparison to the 5 Enabler criteria and what
your organisation achieves against the 4 Results criteria.
1 Start with Enabler criteria 2: Policy and Strategy. Define
the goals, objectives and outcomes the organisation wishes
to achieve.
2 Identify how the outcomes for Policy and Strategy trans-
late into measures for the four results criteria (Criteria 6:
Customer Results, 7: People Results, 8: Society Results
and 9: Key Performance Results).
3 Identify key organisational activities for the enabler criteria
3. People, 4. Partnerships and Resources and 5. Processes.
Identify which results criteria they should have an impact
on and translate into measures.
4 Identify the role of Leaders of the organisation (criterion
1) in defining Policy and Strategy, creating and supporting
the key activities or approaches for criteria 3, 4 and 5 and
responding to the needs of key stakeholders reflected in
the results criteria.
5 Review with colleagues how your organisation compares
against all of the areas described by the Model to identify
potential strengths and Areas for Improvement.
5
People
Tool#: 01 Conducting employee surveys 60
Tool#: 02 Running Focus Groups 62
Tool#: 03 Developing a communications plan 64
Tool#: 04 Developing an action/improvement plan 66
Tool#: 05 The CV development tool 68
Tool#: 06 Creating SMART objectives 70
Tool#: 07 Giving effective feedback 72
Tool#: 08 Asking for and receiving feedback effectively 74
Tool#: 09 Team forming 76
Tool#: 10 team feedback 78
Tool#: 11 Dealing with enablers and barriers 80
Tool#: 12 Saying goodbye 82

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 TOOL #01
People Conducting employee surveys

Why would you like to use
this tool (deliverables)?
■ To give an opportunity for people
in your organisation to have their
say in a confidential and systematic
manner.
■ To provide data for improvement.
■ To identify best practice.
■ To measure year on year changes.
When would you use this tool
(context)?
■ Before and after a project that
impact on people perceptions.
■ On a regular (e.g. annual) basis to
check culture/temperature.
How to make the best use of
the tool (tips and traps)?
■ Don’t ask too many questions.
■ Keep the questions simple.
■ Don’t do a survey unless you
intend to act on it.
■ Unless your needs are very very
simple bring in an expert.
■ Use closed questions or state-
ments.
■ Ask people to rank replies eg 1-5.
■ Check to see if other companies
are asking similar questions so that
these could be benchmarked.
How to use this tool (steps)?
1 Decide what it is you want to find out and why.
e.g. I want to find out how confident our people are about
our new product so that I can improve customer confi-
dence.
2 Decide who you want to ask and why.
e.g. I want to ask all new people and a cross-section of
other staff so for a moderate expense I can get a good
idea of current thinking while still maximising the fresh
feedback from new team members.
3 Decide how the results should be presented.
e.g. I want results broken down by age, grade, gender and
length of service.
4 Decide what benchmark comparisons will be made.
e.g. I want to be able to compare results from last year,
between teams, with other similar companies.
5 Decide how the results will be used
e.g. I want to identify those teams with high confidence,
meet them to find out why and then determine if lessons
can be learnt to pass to teams with lower confidence.
6 Read the help-card and address all issues.

What could be done next?

■ Run focus groups to gain greater
clarity of the statistical data.

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TOOL #01
Conducting employee surveys

Help-Card

Questions and issues to consider:

1 The logistic of managing an employee survey can be complex.

2 Will all employees receive the survey or only a sample?

3 Will the survey be issued to employees at the same time or issued in batches over the course of the year?

4 How will employees receive the survey?

5 Will time be allowed during work-time to complete it?

6 How will employees return completed surveys and to who should they send them?

7 How will result be collated (manual input, scanned). How will comments be handled?

8 How will survey results be communicated?

9 How will improvement action be determined?

Example questions:

■ The leaders in this organisation, role model the values.

■ I have the necessary resources to do my job effectively.

■ I am paid fairly for the job that I do.

In addition to constructing questions for the survey you will also need to consider the rating scale which can
change depending on the question asked.

Strongly disagree/Disagree/Agree/Strongly agree/Very unsatisfied/Unsatisfied/Satisfied/Very satisfied.

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 TOOL #02
People Running Focus Groups

Why would you like to use this
tool (deliverables)?
■ To collect the views of a selected
group of people on a given topic or
topics.
■ To give an opportunity for people in
your organisation to have their say
in a qualitative manner.
■ To identify best practice within the
organisation and generate ideas for
improvement.
■ To measure year on year changes in
attitude.
When would you use this tool
(context)?
■ Before and/or after a launching a
product or process that impacts on
people perceptions.
■ On a regular (e.g. annual) basis to
check culture/temperature.
■ Following an employee survey to
gain greater clarity of the data.
How to make the best use of
the tool (tips and traps) before
the meeting?
■ Select a suitable venue – where people
can talk calmly and uninterrupted.
■ Issue invitations with an audience of
between 6-12 people. Ensure the
invitation is clear about the timing
and purpose of the meeting, confi-
dentiality and what will be done
with the data.
■ Choose and brief a facilitator and
note taker carefully.
How to use this tool (steps)?
1 Decide what it is you want to find out and why – this will
determine the questions to be posed. e.g. I want to find
out how confident our people are about our new product
so that I can improve customer confidence.
2 Decide who you want to ask, how you want groups
arranged, how many groups and why.
e.g. I want to have a mixture of new and experienced peo-
ple in each group so I can get a interchange between cur-
rent thinking and fresh ideas. I want a mixture of locations
to capture any regional differences.
3 Decide how the results should be presented. Should any
comparisons be made. e.g. I want to find out the top 3
issues for each location.
4 Decide how the results will be used. e.g. I want to set the
regional managers personal action plans based on the feed-
back from these groups.Where data is consistent across
the organisation then the organisation leader needs to
take the lead in resolving key issues.
5 Run the focus group. See help-card.
6 Spend some time at the end of the meeting thanking peo-
ple and letting them know what will happen.This promotes
goodwill and a better chance of cooperation next time.
7 Write down the outcome of the focus groups.
8 Use results as planned during step 4.

What could be done next?

■ Ensuring no breaches of confiden-
tiality publish ideas of best practice.
■ Draw up improvement/action plans.

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TOOL #02
Running Focus Groups

Help-Card

Running the focus group:

1 At the start of the meeting, explain the purpose and what you are trying to achieve.

2 Explain how you will record issues, what will happen with the feed back and the approach for maintaining
confidentiality.

3 Spend a few minutes on introductions, this will help to put people at ease.

4 Begin by asking each person in turn for their views before opening up into a group discussion.

5 Use relatively easy questions to begin with, this will help to build rapport.

6 Use open question:

■ How do you feel about?

■ What ideas do you have for?

■ What has helped?

7 At the end of the discussion ask if there are any questions the group would like to ask you then thank
participants for their contribution.

Some sample questions:

■ In turn each tell me about your current role and how it has changed in the last year?

■ What if anything do you know about this current project/product/issue?

■ What communication have you had about it?

■ How do you feel this current project/product/issue does/will affect your role?

■ What ideas for improvement do you have?

■ Have you been able to share these with anyone else?

■ What has helped/hindered you in sharing these ideas?

■ Do you have any questions you would like to ask me?

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 TOOL #03
People Developing a communications plan

Why would you like to use
this tool (deliverables)?
■ To ensure that the right people
were communicated with through
the most appropriate media at the
most appropriate time.
■ To capture the needs of targeted
audiences to ensure the smooth
running of a project.
When would you use this tool
(context)?
■ At the planning phase of an impor-
tant project or change initiative.
How to use this tool (steps)?
1 Consider what information needs to be shared and why.
2 Think about who needs to have this information and why.
3 Consider when each target group needs the information
and why – is any of the information time critical?
4 Consider how the information is best shared e.g. face to
face telephone, letter email. In a group, individually and why.
5 Consider where the information should be shared. If a
meeting, then where to be held. If a newsletter then which
one.

6 Consider who is giving the information and why.

How to make the best use of
the tool (tips and traps)?
Remember:
■ Writing the plan down helps to

identify gaps and synergies.

■ People can react differently to the

same information depending on

who told them and the timing.

What could be done next?

■ Keep reviewing the timeliness and
appropriateness of your communi-
cations plan.

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TOOL #03
Developing a communications plan

Example
What are Why? To Whom? From How and By when? Who is Update of
the key Whom? where? responsible? progress &
messages? Feedback
review

Cost benefit To secure Directors Project Board paper at End October Project Completed
of project approval champion meeting manager select Approval secured

Cost benefit To confirm Finance Chris Black Face to face End November Chris Black Completed
of project funding manager Project meeting follow Project Funding
arrangements manager by letter manager confirmed

Purpose To gain Senior Joe Smith Attendance at End November Joe Smith Completed
of project support managers (project team team meetings Resources
for resources member) agreed

Purpose To gain support Middle Company Email and End December Joe Smith Email awaiting
of project for resources managers Comms Managers’ approval venue
required Manager Conference booked

Purpose of For All managers Company newsletter End November Jane Jones First article
project and information Comms then bi-monthly (team written awaiting
progress Manager member) publication

We value To gain Sample of non Company Focus groups End March Jane Jones Internal
your views support managers Facilitator (project team facilitator busy
and increase member) gone external
awareness for tender

We want To improve for All staff External Questionnaire End July Jane Jones Tenders in
your reaction the future research project team hand
company member

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 TOOL #04
People Developing an action/improvement plan

Why would you like to use
this tool (deliverables)?
■ To ensure that action which have
been agreed are followed through.
■ To identify resources required and
any interdependencies.
■ To highlight priorities.
How to use this tool (steps)?
Make a list of the following:
1 What needs to be done and why? This may determine the
way in which the actions are completed.
2 When does each action need to be completed – is there a
special order for doing things?

When would you use this tool
(context)?
■ At the end of a meeting to clarify
who is going to do what and by
when.
■ When proposed actions need to
be communicated to others.
■ At any stage during the life of a
project or team to move the
agenda forward.
3 Who needs to complete each action?
4 What resources will be needed for each action?
5 Are their any special contingency arrangements needed?
6 How will the action be done? Is the method set or does
the individual have discretion over the way they complete
the action they have been allocated?
7 What would be the impact of not doing one of the action?

How to make the best use of
the tool (tips and traps)?
■ Remember the need to balance
time, cost and quality.
■ Be realistic about what can be
achieved.
8 How will success be measured? Who will measuring per-
formance?
9 How will progress be reviewed? Agree a method for
progress reporting.
10 Who needs to be kept informed?

What could be done next?

■ Ensure that progress is being made
through regular reviews. See asking
effective review questions

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TOOL #04
Developing an action/improvement plan

Example
Action When? Who? Resources Contingen Method Impact of Measure Method of
cies non- od succes progress/
completion review

Produce a 6 weeks Human New Use Produce Break legal Policy Fortnightly
new Resources legislation. Government written requirement agreed and review with
sickness Manager Benchmark produced draft. imple- Human
policy other group proforma. Send for mented. Resources
document companies. comment Manager and
Operations
Manager.

Reduce 6 months Operations ■ Ware ■ Ask ■ Analyse ■ Sustained ■ No in- ■ Daily

inventory director house supplier to shelf life inefficien- crease in review of
costs (Stock manager. maintain of top 50 cies and customer confirmed
volume) an emer- product non-com complaints orders
■ Product
gency lines by petitive due to against
line
stock. cost. operation. out of stock.
suppliers.
stock
■ Test ■ Produce a ■ Constraint ■ Weekly
■ Sales situation.
product forecast on ability monito-
force
availability of new to invest Improved ring of
director. ■
from tolerance due to cash flow. inventory
alternative levels for restriction churn.
suppliers. slow mo- of capital ■ Reduction
■ Quarterly
ving stock. tied up in in ware-
■ Deliver sales fore-
stock. house
direct ■ Calculate cast of in-
budget for
to the financial tention to
purchasing.
customer impact of purchase.
from the moving to
■ Supplier
supplier. new levels
delivery
and asso-
schedule
ciated risk
re-nego-
in meeting
tiated.
demand.
■ Test
supplier
capability
to meet
new
delivery
cycles.

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 TOOL #05
People The CV development tool

Why would you like to use
this tool (deliverables)?
■ To encourage the individual and
the manager/mentor to consider
strengths and experiences over a
career history.
■ To enable both to look for trends
and patterns.
■ To ensure that an individuals per-
sonal development is based on
their career and experience to
date not just their current job.
How to use this tool (steps)?
1 Ask the individual concerned to complete or update their
CV. No specific format is required for the activity but a
sample pro forma can be found overleaf.
2 Ask the individual to talk through their previous jobs/roles.
Ask them to identify what were the best and worst
moments of those jobs and why.Write down a summary
of what is said and reflect/repeat it back to them.
3 Ask them to talk about any patterns/trends that have
emerged from that discussion.

When would you use this tool 4 Ask them to consider those patterns in the light of their
(context)? current job and to identify any development needs that
■ When an individual begins a new
now strike them as important.
job.
■ As part of an ongoing review and
5 Look at the current job description and check to see if any
appraisal process.
other development needs are apparent.

How to make the best use of 6 Agree a plan of action.

the tool (tips and traps)?
■ Encourage the individual to com-
plete/update their CV even if they
are not applying for a job in the
near future. Encourage the individ-
ual to talk about past roles includ-
ing those unpaid even where not
obviously relevant.
■ Be alert and encouraging about
transferable skills.

What could be done next?

■ Review progress against career
and development plans on regular
(e.g. quarterly) basis.
■ Use the tool asking effective
review questions.

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TOOL #05
The CV development tool
Template

Personal details

Name ........................................................................................................................................

Address ........................................................................................................................................

Telephone ........................................................................................................................................

Email ........................................................................................................................................

Summary of skills
In this section write approximately 200 words which summarize key skills and experience. Imagine this as box advertisement for the individual in a newspaper.
Enough to catch someone’s eye and be curious to read on.

..........................................................................................................................................................

..........................................................................................................................................................

..........................................................................................................................................................

Current role and key responsibilities with dates

..........................................................................................................................................................

Previous role and achievements with dates

..........................................................................................................................................................

Previous role and achievements with dates

..........................................................................................................................................................

Summary of other roles with dates

..........................................................................................................................................................

Education and Qualifications with dates

..........................................................................................................................................................

Other achievements e.g publications written

..........................................................................................................................................................

References
..........................................................................................................................................................

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People
Why would you like to use
this tool (deliverables)?
■ To give clear focus to a team or
individual on the key things that
are expected of them.
■ To provide a framework for meas-
uring the performance of a team
or individual.
■ SMART objectives are those which
are Specific, Measurable,
Achievable, Resourced and Time
Limited.
When would you use this tool
(context)?
■ At the beginning of a business plan-
ning cycle or the start of a project.
How to make the best use of
the tool (tips and traps)?
■ Be realistic about what can be
achieved.
■ Remember that meeting an objec-
tive requires a balance between
time, cost and quality.
■ Remember objectives outside the
business plan may require extra
budget and resources
What could be done next?
■ Review progress (e.g. quarterly)
against objectives on a regular basis.
■ See the Tool Asking effective
review questions.
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TOOL #06
Creating SMART objectives
How to use this tool (steps)?
1 The customer. Begin by identifying the source of the
request for your objective.
2 Stating the objective.Write down what it is they want you
to achieve. For example improve productivity on a prod-
uct. Increase customer satisfaction on a service or develop
a process for dealing with complaints.Is it a part of your
organisation business plan or a specific request from a cus-
tomer/sponsor.
3 The team. Define if the objective is for a team or an
individual?
■ Do other people in your team have the same objective?
■ How does your role differ from theirs?
■ Are you responsible for a different product or different
area?
4 Your role.Write down your specific role within that initia-
tive.This is the basis of your objective.
5 Success criteria.Write down the names of the people who
will give you feedback on your performance and how that
will be measured. Consider and write down how you and
they will know if you have succeeded in your task. For
example by what % is it hoped customer satisfaction will
be improved.This provides the basis for Measurement.
6 Planning.Write down an outline plan of action with dates so
that you can see clearly what needs to be done by when,
highlighting what is time critical. Identify barriers or con-
straints to achieving your objectives.This should start show
whether the objective is achievable in the time available.
7 Resourcing.Write down any resources needed to meet
the objective, these should include financial, kit, people and
training needs.
TOOL #06
Creating SMART objectives
Example

Who is the customer for this objective? Statement of Objective

The management committee of the company through To improve the level of customer satisfaction in the
the Operations Director. canteen by 15% or more as part of the overall busi-
ness plan objective to increase customer satisfaction
levels for all support functions.

Is the objective for a team or an individual?

A team objective for all of the catering staff, each will have their own actions to complete for me to meet the objective.

Write down your Specific role within that objective

To manage the catering staff and to set the framework in which to make and deliver the improvement to service.

Write down the criteria for success (how that will be measured) and the names of the people who
will give you feedback on your performance in meeting this objective.

Users of the canteen - Surveys, customer satisfaction improved by 15% or more

Operations Director - Board reports, Quarterly and annual appraisal.
Catering Staff - Team meetings.

Write down an achievable outline action plan for your objective with date and timescales.

Conduct baseline survey (Feb)

Review of survey and action plan (Apr)
Implement changes (Sept)
Re-survey of users (Oct)

Write down any barriers or constraints to achieving your objectives

Commitment of canteen users to fill out survey.

Use of first survey to set the baseline.
Senior management commitment to budgetary requirement.
Level of canteen staff training.

Write down what you need to achieve in your objective in terms of resources and training.

Possible canteen staff training in customer care and service. (8 x1000)

Training and software for surveys. (2000)

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 TOOL #07
People Giving effective feedback

Why would you like to use
this tool (deliverables)?
■ To give information to someone
for the purpose of improvement.
■ To say thank you.
■ To reinforce a positive behaviour.
■ To reduce a negative behaviour.
How to use this tool (steps)?
1 Ensure the receiver is ready to receive the feedback.
Untimely unwanted feedback will be ignored.
2 Focus on a few specific issues that the receiver can do
something about.Too many issues or those beyond the
recipients control will overwhelm and disable them.

When would you use this tool 3 Try to encourage the recipient to reflect on their own
(context)? behaviour. – How do you think that meeting went? What
■ When feedback is asked for.
was your role? What was the role of others? What did you
■ At an appointed time such as a
learn? What would you do differently next time?
review session.

4 When giving your own views focus on behaviours and

How to make the best use of
the tool (tips and traps)
before the meeting?
■ Remember that specific positive
feedback can reinforce positive
behaviours.
■ Use open questions to help the
receiver to reflect on their own
performance and come up with
their own ideas for improvement
– Remember that effective feed-
back is specific, selective and
intended to enable the recipient to
improve.
their consequences (outcomes).
e.g.When you did x the result was y?
5 If the consequence was a feeling then acknowledge your
feeling.
e.g.When you did x it made me feel y?
6 Capture the learning on a Stop-Start-Continue Chart.
Write down the feedback in the box provided. See Examlpe.
If the feedback is about negative behaviour fill out the stop
and start boxes.
If the feedback is about positive behaviour fill out the con-
tinue box.

What could be done next?

■ Ask the receiver what would be
helpful to them as a next step. For
example
■ Do they want time to think?
■ Do they want help with an action
plan?
■ Do they want to make contact
with others in similar situations?

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TOOL #07
Giving effective feedback

Example

Feedback I/we will stop doing the I/we will start the I/we will continue the
following behaviour? following behaviour? following behaviour?

Never reply to emails Letting emails back up in Logon twice a day to read
in time. my inbox unread. and clear emails on a daily
Poor time management. basis.
Analyse my use of time.

Dominating meetings by Interrupting others in Listen more actively, wait

interrupting others in team team meetings. for all others to finish
meetings. before talking. Obtain
feedback from team
members after meetings.

Asking more than one Giving out work to more Clarify what I expect and
person to do the same than one person. from whom it is required.
work. Run regular review
meetings.

The presentations I give Pre-presentation work on

are enjoyable and easy to content and style.
understand.
Facilitation skills that allow
all to participate.
Use simple language.

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People
Why would you like to use this
tool (deliverables)?
■ To obtain information from some-
one for the purpose of improve-
ment.
■ To learn when things went well and
why.
■ To review when things did not go
well and why.
■ To reduce a less helpful behaviour.
■ To reinforce a positive behaviour.
TOOL #08
Asking for and receiving feedback
effectively
How to use this tool (steps)?
1 Do not ask for feedback unless you are ready for it and
intend to do something with the information.
2 Ask the giver to focus on a few specific issues that you can
do something about.
Too many issues or those beyond your control will overwhelm
you.

3 Ask the giver to be specific about what they saw, heard

When would you use this tool you do or say.
(context)?
■ Shortly after a significant piece of 4 Ask them to describe their perception of the consequence
work.
of your actions.
■ When gathering data for a review.

5 If the consequence was positive ask them to clarify why

How to make the best use of they think it worked.
the tool (tips and traps)?
■ Remember that specific positive 6 If the consequence was negative ask them to help you
feedback can reinforce positive explore what could be done differently next time.
behaviours.
■ Try to reflect on your own per-
7 Capture the learning on a Stop-Start-Continue Chart.
formance and come up with your
own ideas for improvement.
■ Remember that feedback is only
effective when you find it useful to
help you develop and improve your
skills.

What could be done next?

■ Thank the giver and clarify how if
at all they can help you with the
next step.
■ For example:
■ by leaving you time to think;

■ by helping you with an

action plan;
■ by putting you in contact with

others in similar situations.

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TOOL #08
Asking for and receiving feedback
effectively

Help-Card

■ I would like some feedback from you about: (the situation).

■ I value your opinion and I think that you have seen me in this situation enough times to provide constructive
feedback.
■ Do you feel able to help me?
■ What are your observations about: (the situation).
■ Can you give me examples of what you have heard me say, do?
■ Are there any areas where you think I handled this well?
■ How could I have handled this better?

Situation:
■ Giving presentation to an audience.

Observations:
■ Place of delivery too quick.
■ Not enough eye contact.

Examples:
■ You did not stop between key parts of the presentation.
■ You looked at the screen when delivering the presentation rather than the audience.

What did I do well:

■ Good structure of visual aids.
■ Good introduction of concept.

What could I do differently:

■ Pause at natural intermediary steps.
■ Rehearse the night before.
■ Use prompt cards.

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People
Why would you like to use
this tool (deliverables)?
■ To give team members the chance
to get to know each others
strengths and abilities.
■ To ensure that people are not
typecast by their role but rather
by the breadth of their potential
contribution.
■ To gain an understanding of each
others circumstances and prefer-
ences in ways of working.
When would you use this tool
(context)?
■ When the team is first being
formed.
■ Just before a major change in
circumstance.
■ Part way through a project if
things were not going as well as
hoped.
How to make the best use of
the tool (tips and traps)?
■ Remember each team member is
much more than their current
role.
■ Remember to value the differ-
ences in the team.
What could be done next?
■ Follow up the getting to know you
session with a team feedback ses-
sion.
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TOOL #09
Forming the team – getting to know you
How to use this tool (steps)?
1 Invite all the team members to a forming meeting. Ensure that
the venue is relaxed and accessible to all members.
2 Ensure all key members are able to attend and that the meet-
ing is positioned as an important team development activity.
Ask each member in advance of the meeting to bring along
their current CV. Some will already have CVs while others may
need to write them for the meeting.This is a useful activity as
it will encourage people to come to the meeting having consid-
ered their range of strengths and experiences.Consider two
previous teams they have been in. One that went well and/or
they enjoyed and one that could have gone/enjoyed a lot better.
3 At the meeting ask the members to pair up with another team
member and talk them through their CV. Each person to ask
their partner:
■ tell me a bit about your previous jobs and the teams you
worked in;
■ which of your previous teams did you like best and why?
■ Which of previous teams did you like least and why?
■ What are the similarities and differences between this
situation and each of the two you described?
Each person to complete an introduction card which will eventual-
ly be copied and shared with the whole team.This should contain:
■ contact details;
■ key likes in team working;
■ key dislikes in team working;
■ key skills relevant to this team;
■ key skills not obviously relevant to this team.
4 Two groups of two pair up. In the groups of four each person,
using their partners introduction card as a prompt, describes
their partner to the rest of the group of four. One team mem-
ber captures a list of skills and preferences for the team on a
flip chart for reporting back to the bigger team.
5 Each group reports back to the whole team on the collection
of skills and preferences data for their group.
6 Team agrees some basic principles and ground rules for ways
of working.
7 Encourage regular team review.
TOOL #09
Forming the team – getting to know you

What are the three

things you value most
when working in a
team.

What skills do you

have that make the
biggest contribution
to the team.

If there was one

change or
improvement to the
way the team works,
what would it be

Comments.

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People
Why would you like to use
this tool (deliverables)?
■ To give team members the chance
to air their feelings.
■ To ensure that problems and
issues are being dealt with openly.
■ To build on the understanding of
each others skills and preferences
in ways of working.
To give time for reflection on per-
■
sonal behaviour.
When would you use this tool
(context)?
■ As the team starts to mature and
disagreements become more
apparent.
How to make the best use of
the tool (tips and traps)?
■ Remember each team member is
much more than their current role.
■ Remember to value the differences
in the team.
What could be done next?
■ Follow up the team feedback ses-
sion with a team session on
enablers and barriers.
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TOOL #10
Team feedback
How to use this tool (steps)?
1 Invite all the team members to a team feedback workshop.
Ensure that the venue is relaxed and accessible to all members.
2 Ensure all key members are able to attend and that the meet-
ing is positioned as an important team development activity.
3 In advance of the meeting ask each member to consider two
incidents within the life of the team. One that has gone well
and/or they enjoyed and one that could have gone a lot better.
4 At the meeting ask the members to work in threes. (One to
question, one to answer, one to observe and take notes) ask-
ing them about their good and bad experiences Person A to
ask their Person B:( See questions on next page). Person C
observer not to ask questions, but to write down persons A’s
comments, then at the end of the discussion between person
A and B to read them back to person A and return them to
person A. Each in turn to take 20 mins = 1 hour session
5 In the large group share key learning points read together the
tools on feedback 40 mins
6 Ask each person to complete at least one ‘thank you’ and one
‘please could you’ card and hand it to another member of the
team. 20 mins (See next page for template).
7 Where the key issue is not with a member of the team that is
present ask team members to commit to giving feedback to
that person. Before absent team members are given feedback
they need to be briefed on the process and outcomes of the
day.The team leader needs to ensure that either they or a
nominated member of the team does this within an agreed
timescale.
8 Review the effectiveness of the meeting by asking:
■ What went well? What went badly?
■ What should we, as a team, Stop/Start/Continue be doing?
9 Encourage regular team review.
TOOL #10
Team feedback

Example

Questions for step 4

■ Tell about your bad experience.- what happened?

■ Who/What hindered you and how?
■ What do you wish they had done differently?
■ What if anything could you have done differently?
■ Who do you need to feed this back to?
■ Tell me about your good experience
■ Who/what helped you and how?
■ What can be learned from this?
■ Who do you need to feed this back to?

Templates

Thank you card:

I was really pleased when you did x.

The effect of x was................
I look forward to working with you again.

Please could you card:

I found it really, disappointing / frustrating/ annoying when you did x

The effect of x on me was...........
I would have preferred it if you had done y
Is there anything I could have done to make it easier for you to do y?

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People
Why would you like to use
this tool (deliverables)?
■ To identify which factors are with-
in the control of an individual or
team.
■ To identify which factors are out-
side the control of the individual
or team but can be directly influ-
enced by them.- To identify which
factors are outside the direct con-
trol or influence of the team but
can be influenced via a 3rd party.
When would you use this tool
(context)?
■ When faced with (an) issue(s) that
is/are proving difficult to progress.
How to make the best use of
the tool (tips and traps)?
■ Use it with your team.
■ Make it clear: this is not a tool to
plan internal manipulation. It is a
tool to secure critical support for
your project.
What could be done next?
■ Draw up an action plan to deal
with the enablers and barriers.
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TOOL #11
Dealing with enablers and barriers
How to use this tool (steps)?
1 Identify the problem statement or issue to be addressed.
2 Brainstorm the enablers and barriers to success.
3 For each enabler and barrier write down the names of the
key people who could fix the issue.
4 Put an C next to those enabler and barriers that are with-
in the control of the individual or team conducting the
exercise.
5 Beside the other enablers and barriers write down the
means by which the person or persons controlling the
enabler or barrier can best be influenced e.g. face to face
meeting, telephone, letter/email. If this exercise is being
done by a team name the team member best positioned
to do this.Where a mechanism for influence can be found
put an I next to the enabler or barrier concerned.
6 Where no influencer can be identified within the team try
to come up with the name of someone known or accessi-
ble to a team member who could influence the person or
people controlling the enabler or barrier.Where a suitable
access can be found put an A next to the enabler or
Barrier concerned.
7 Put an O next to those things totally outside your control
or influence.
8 Capture your findings on the template provided as a
record of your analysis.
TOOL #11
Dealing with enablers and barriers
Example

The following table is a sample analysis of the enablers and barriers for running an Awareness Session
on Diversity.This can be used to analyse any task or project either as an overview or at the detailed
task level.This approach is sometimes called the spheres of influence/control

List enablers and Who can fix it Who do team Means to influence Team in control?
barriers (i.e. the know who can controller C - control
controller)? influence I - influence
controller? A - accessable
O - outside

Budget Equal Opportunities Equal Opportunities Not applicable

Manager Manager is part of C
the team.

Availability of suitable
trainers
Training Manager Team Leader Telephone call
followed by email
I
Willingness of Operations Manager Operations Manager’s Email followed by
Operations Manager PA face-to-face meeting A
to release staff

Adverse weather Not applicable Not applicable Not applicable

conditions may - check weather O
require all staff to be forecast
reassigned to other
duties

Outside

Acces

Influence

Control Spheres of influence and control

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 TOOL #12
People Saying goodbye

Why would you like to use
this tool (deliverables)?
■ To give team members the chance
to celebrate their successes.
■ To give team members a chance to
reflect on things that could have
gone better.
■ To acknowledge the end of this par-
ticular situation and make space for
a new opportunity.
When would you use this tool
(context)?
■ As the team is about to dissolve or
radically change.
■ As the task is about to be completed.
■ As a key individual is about to the
leave the team.
How to make the best use of
the tool (tips and traps)?
■ Do not underestimate the impor-
tance of a closure event as a means
of enabling people to move for-
ward.- Ensure that the event is
appropriate to the task, team and
individual personalities. In some situ-
ations a farewell drink will suffice, in
others a more formal review meet-
ing or ‘wake’ may be needed to
mark the end.
How to use this tool (steps)?
1 Invite all the team members to a gathering.This could be
in a business or social setting. Review the checklist before
and after the session.
2 Acknowledge in the invitation the approaching ending of
either the task, the team or the departure of a key individual.
3 Spend some time discussing what the team was set up to
do and capture the best moments.
4 Spend some time discussing what could have gone better
and what people learnt from that.
5 Spend some time discussing what is going to happen to
people next.
6 Provide an opportunity for people to exchange contact
details for future networking.
7 Wish people good luck for the future and depart.
If the gathering is an informal one then the above discussions
are likely to take place over a meal or drink. A summary of key
points can be made as part of an after dinner speech or before
prizes or gifts are distributed.

What could be done next?

■ Look to see if the learning from this
team can be shared with any other
team either via individuals or a data-
base.
■ If appropriate suggest a reunion
meeting between 1 month or 1 year
to encourage networking.

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TOOL #12
Saying goodbye

Checklist

Did you
Done

1 Acknowledge the contribution made by the team and individuals.

2 Recognise the contribution of everyone.

3 Reinforce the positive experience of working in groups.

4 Create a symbolic break that helps people to move onto something new.

5 Commit to maintain network (If appropriate).

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