Team Performance Plans

When your role comprises the management, instruction, controlling and administering of a workgroup or team, it is important to have a good understanding of the who, what, where, when and why of teams and how you, as a manager, can ensure that your team has the clarity and direction required to operate effectively. 

What is a team?

A team can be defined as a group of individuals gathered to work together towards a common goal. 

Each individual has a clearly defined role in contributing to the team’s operations. Each team member must function optimally for the team to be effective. 

In your role as a leader/manager within an Early Childhood setting, it is your job to ensure that your staff (your team) are united to work towards a clearly defined goal. Each member must understand their role within the team dynamic to help the team function optimally and achieve its goals. 

Watch

Watch the video to gain a better understanding of teams ‘Understanding Teams’ by Eduworks Resources on YouTube. 

Six types of teams

The type of team that works best for you will depend on the Early Childhood service, their goals, the nature of the work and the human resources available. 

There are six common types of work teams that you are likely to encounter during your career. The following table includes a summary of the six types:

Functional Work Team	These teams comprise members of the same hierarchy and the same work function, all responding to a single manager.
Inter-Working Team	These multidisciplinary teams include members of the same hierarchical level but with very different skill sets and work functions.
Troubleshooting Team	These are teams that exist to improve processes and generate solutions to problems.
Self-Managed Team	As the name implies, the members of these teams manage all activities and control the team by themselves, as there is no formal leader.
Project Team	These are teams that are formed to implement specific projects, and the teams are dissolved when the project is completed
Taskforce Team	These are teams formed in response to emergencies, and their work is a resolution process.

Learn more

Read the article The different types of work teams and how they form by Pierre Veyrat, HEFLO to learn more about the types of teams. 

Teams in an Early Childhood Services

We see teams in many ways and forms in the Early Childhood Sector, and that’s because of the different types of services provided and the sub-teams that are developed within them. Teams may also be different in volume and form depending on whether the Early Childhood service is privately owned or a part of a corporation. 

In general, a traditional long daycare service has the following teams:

• Higher management team – operation managers, regional managers, area managers, and quality assurance manages. 
• Centre management team - Centre Director, Assistant manager, Educational leader 
• Room management – Room / Team leader 
• Special projects management – Teams that are based on a specific goal 

Team dynamics

Team dynamics, or the way in which individuals interact within a group, can have a significant impact on team performance. Positive group dynamics can lead to increased motivation, higher levels of trust, and better communication among team members. This can result in higher levels of creativity and innovation, better decision-making, and more efficient problem-solving.

On the other hand, negative group dynamics can have a detrimental effect on team performance. Conflict, poor communication, and lack of trust can lead to decreased motivation, lower levels of engagement, and decreased creativity. This can result in decreased efficiency, decreased productivity, and reduced overall performance.

If team and performance issues are not managed correctly, a team may become ineffective quickly. This may impact relationships with families, team morale and performance. 

Managers play a key role in managing team effectiveness. Management teams and team leaders are key positions within team structures, as they provide a link between the team, the wider business and individual team members. 

When managing a team, there are many things that you should consider: 

Delays	Some processes can take longer with a team, extending project timelines and increasing service costs.  With coordination, efficient work distribution, constructive and open feedback, as well as organisation, such delays can be avoided. In an Early childhood service rostering educators to carefor  and educate children is the top priority. You need to ensure there is sufficient staff and spare staff to fill shifts, as required.
Missassginment	Some projects need a specific type of team, and some tasks require specific strengths and skills.  Sometimes, teams are inappropriately formed, or tasks are ineffectively allocated. For example, suppose the service is implementing environmentally friendly practices. In that case, the service should be particular about coordinating a team with the knowledge, passion and experience to ensure the results are achieved.  Likewise, some projects or tasks may be better suited to 1 person and unsuitable for a team.
Skills deficiency	New teams take longer than individuals to train and organise, and some members may need extra training.  A team member or subgroup may be ready to proceed to the next project stage. Still, it may be held back by other members or subgroups who have been working inefficiently because they do not possess the necessary skills or experience.
Teams introduced in isolation	Teams introduced in isolation from other parts of the organisation (as a quick fix or experiment, for example) may lack clear objectives and waste time trying to determine their purpose and what exactly needs to be done.
Uncertainty	It can be difficult to assess individual members' relative strengths and skill deficiencies within a team setting.  It can also be difficult to replicate a team's success. It may be unclear how a team achieved success on a project unless the team keeps detailed records of their process and each member’s role.  Poor performance of an individual may not be addressed if a team still manages to secure success.  Workloads should be shared equally, but some people may be inclined to sit back and let others do the work. This breeds resentment and lowers the morale of the whole team, and it can also lead to burnout for those picking up the slack.
Indecisiveness	It can be hard for a team to make decisions. Too much discussion, too many opinions to consider or an overreliance on meetings can lead to inaction.
Open and structured communication channels	It is more difficult to communicate consistently with several team members than with just one or two people.  Ensure that your communication methods are considered and appropriate, you cater to the needs of all team members, and that your communication channels are open and direct.  In an Early Childhood Service, communication can be seen through  Daily verbal conversations  Communication books  Staff meetings  Memos in staff room or office  Online platforms or chat groups such as Teams  Direct communication means the speaker says what they mean concisely and how they feel to communicate the message.  Open communication occurs when a team and its members can share their ideas and thoughts without fear of backlash from managers or senior team members. This communication style helps build trust in the organisation while empowering employees to speak up and be heard.  Read What is open communication and why is it important?https://taskworld.com/blog/what-is-open-communication-and-why-is-it-important by Taskworld to learn more about the importance of open communication.
Interpersonal strife	There can be personality clashes, conflicts between people, or factions that develop within teams.  Some people work better alone and do not feel comfortable in a team environment. In contrast, others may be drawn to one team member over another, intentionally or inadvertently turning a ‘cold shoulder’ to the rest of the team.  It can be tricky to determine who made a mistake in a team task, and when something goes wrong, team members may blame one another or try to distance themselves from blame and responsibility.
The risk of distraction	Some people will be inclined to focus too much on team well-being and not enough on bringing their creative ideas and productivity to the table. This is often the case with extroverted personalities, who may prefer to focus on people over tasks.  Peer pressure or the fear of an idea being invalidated can also suppress ideas and productivity within a group – newer members may be reluctant to speak up. The result is usually a lack of innovation with average or inadequate performance.
Ineffective leadership	Team leaders play a vital role in the success or failure of a team, but poor team leaders can be overbearing, disorganised or ineffective, and they may take sole credit for work they did not do.  Ineffective leadership can mean the downfall of a team and the failure to achieve the intended goals.

Team purpose statements

Few factors in the workplace have as much of a positive impact on worker morale, motivation and productivity as an overriding sense of purpose. 

In a team setting, shared purpose can spark a fire of determination, collaboration and game-changing innovation. It is up to you as a leader to communicate this purpose clearly and effectively to your team, and one of the best ways to do this is with a well-crafted and well-worded team purpose statement. 

Most organisations have a purpose statement, mission statement or document that describes the scope of operations and the organisation’s direction. Work teams need the same clarity and direction. 

The following steps detail how you can create a purpose statement for your team:

Team purpose statements are easily drafted by answering a few simple questions about the team:

• Who are we?
• What do we do?
• Who do we do it for?
• Why do we do it?

While a team purpose statement should be concise, it should always include the answers to all four essential questions.

Example

By following the steps described and ensuring that you answer all four questions in the process, your team purpose draft might look like the following example: 

The purpose of Little.ly Early learning centre is to provide high-quality education and care to all children and families to ensure children have a positive and healthy start to life.

This example would effectively provide a shared sense of purpose, direction, and clarity to the relevant work team. 

However, if just one of the four questions listed is not answered in the draft, the purpose statement would, most likely, fail to effectively motivate and focus the team. For example: 

The purpose of Little.ly Early learning centre is to provide high-quality education and care to all children and families.

This statement is not very motivating, as it fails to state why this action must be performed. 

Resource

Read the 8 Steps for writing a purpose statement (with examples) from Indeed to learn more about writing a purpose statement. 

Team performance plans are essential to a team achieving its goals. 

A team performance plan should:

• Provide direction for the team
• Identify the required team performance levels
• Identify how these performance levels will be achieved
• Provide guidance and instruction to the team
• Estimate the time required to achieve goals.

Note: Performance plans can also be implemented as performance improvement plans, which will serve to boost your team’s effectiveness in areas where they may be lacking. 

A team may benefit from a performance improvement plan when: 

• The team is having difficulty meeting deadlines 
• The goal is not clear, is open to interpretation or is not shared by every member of the team, and, as a result, time, resources and money are being wasted 
• There is a lack of internal organisation, hindering workflow 
• The team members lack professional communication and have difficulty functioning in harmony 
• The team seems lost and unsure of how their efforts impact the overall company goals. 

Creating the plan

While there are no strict rules for the correct format for a team performance plan, you should always aim to include the following:

• Your team purpose statement
• Performance measures or key performance indicators (KPIs)
• The actions required to achieve the desired levels of performance
• An estimate of how long your team will take to achieve its goals.

Resource

Read Develop a team performance plan in four simple steps (templates included) by Aleksander Olic, Clockify, to learn valuable insights about developing a performance development plan for your team. 

Remember, when necessary, the team performance planning process can be adjusted to address specific employee performance issues. 

Note

While the drafting of a team performance plan may be based on a need for improvement or at least a need for ‘boosting’ the team’s performance, occasionally, you may become aware of a consistent issue with a particular employee who is negatively affecting results for the rest of the team. 

In place of drafting an elaborate performance plan for the whole team (the rest of whom may be performing optimally), it would be more appropriate, in such a case, to target the specific issue and the specific employee only by drafting a performance improvement plan. 

Resource

Plans designed to improve performance are known as PIPs, and while the process and template for a PIP are like that of a TPP, there are some key differences that you should note. For a comprehensive guide to PIPs, read Everything about performance improvement plans by Marija Kojic, clockify.

Whether or not the exact process and templates included in the featured articles are appropriate for you and your team, you should always ensure that you include at least the following six steps of the performance planning process:

1. Establish objectives to reach the goal. Establish the goal of the team and the objectives that will lead to the achievement of the goal.
2. Determine tasks for each team member or subgroup. Determine the tasks required for each team member or subgroup to reach their individual objectives.
3. Sequence tasks by setting appropriate deadlines. Sequence tasks by assigning deadlines that are coordinated. This allows each team member to complete their tasks and set the foundation for the next required task. This is a series of steps that draws you closer to your objectives. Tasks amount to objectives, and objectives amount to goals.
4. Communicate the plan to all team members. Communicate the plan through regular staff meetings that provide evaluations and updates on the status of each task. This will drive successful goal achievement. Be reasonable, however, and call meetings only when necessary.
5. Implement the plan with regular communication updates. The implementation of the performance plan requires management to regularly monitor achievements and handle any issues that arise as everyone works towards the common goal.
6. Monitor the plan to determine if adjustments need to be made due to any issues. Regularly evaluating and measuring the achievements of each department is necessary to determine whether goals are being met or problems are arising that may require interventions to keep the relevant department on track to reaching the goal.

Ensure alignment

You can ensure that your team’s performance plan remains aligned with your organisation’s overall objectives, goals, vision and mission by:

• Keeping the team performance plan aligned with the team purpose statement
• Aligning the team purpose statement with the organisational objectives, goals, vision and mission. 

The storage and accessibility of team goals and objectives; the nature, benefits and development of KPIs for your team; and the invaluable SMART tool for use in goal and objective setting are important factors in managing teams.

Definitions

• Goals – Goals are statements describing what a team wants or is expected to achieve. Goals must be clear, concise and easy to understand and read.
• Objectives – Objectives are the individual steps a team will take to achieve its overarching goal.
• Key Performance Indicators (KPIs) – KPIs are specific, individual and measured targets that tell you how effectively you are performing to achieve your goals and objectives. For example, if an objective is to increase sales by a certain amount, an associated KPI may be to increase calls to prospective customers by 15% over a specified period.

Documentation

A team’s goals and objectives should be compiled into a tangible, specific and detailed document, which must be referred to consistently throughout the operational process. You must ensure that this document is stored in the correct place and is referred to whenever needed.

The location of where the goals and objectives will be kept will depend on the type of team. This could include:

• In the policies and procedures handbook
• In the services, individual rooms
• In the office

SMART Goals and Objectives

The SMART acronym is an incredibly powerful goal-setting tool against which you can check your team’s planned goals, objectives and tasks to ensure that they are optimised, inspiring and achievable.

S	M	A	R	T
Specific	Measurable	Achievable	Relevant	Timely
State what you will do.  Use action words	Provide a way to evaluate Use metrics or data targets	Within your scope Possible to accomplish, attainable	Makes sense within your job function Improves the business in some way	State when you will complete the goal Be specific on a date or timeframe

Key Performance Indicators

Key Performance Indicators (KPIs) are critical indicators of progress towards an intended result. They come in handy when managers are required to monitor and control the task at hand to achieve team and individual objectives and goals.

KPls provide a focus for team improvement and an analytical basis for decision-making, allowing us to focus our attention on what matters most: moving forwards to success.

Key points relating to KPls:

• A KPI is a measure used to evaluate the performance in reaching an objective.
• A KPI can be set against the team or individual objectives.
• A KPI can be evaluated to determine the success or failure of objectives.
• KPls are set against goals and/or objectives and should also be checked against the SMART acronym.

Watch

Watch the video What is a KPI by Bernard Marr to learn more about KPIs and how they can be used to improve team effectiveness. 

Examples of good KPls in business include:

• Children's enrolments added per quarter
• Profitability over each quarter
• Income sources generated over a set period
• Working capital
• Family satisfaction rating
• Assessment and rating outcome
• Employee turnover rate
• Employee training completed
• Workplace harmony and satisfaction

Throughout the process of team operations, it is important that you consult with a wide range of individuals within the organisation and not just with senior management.

Consult equally with those involved in the day-to-day operation of the business (i.e. your own team members). Consultation is a vital tool, as it can encourage team members to recognise that they are an invaluable part of the process and the team's success.

Furthermore, if they feel involved, they will likely embrace the changes that may need to be made to improve performance and secure and maintain team effectiveness. Team members will then feel they have 'ownership' and be ready to accept further responsibilities.

As a manager/leader, you have a duty to support your team to help them achieve their goals. This requires you to: 

• Provide clear expectations and goals
• Encourage regular feedback and open communication
• Offer professional development opportunities
• Create a positive and inclusive work environment
• Recognise and reward success
• Manage conflicts and difficulties in a constructive manner. 

You should stay involved but intervene only at the appropriate intervals - you must find a balance. You should be neither overly involved nor aloof. You must start to see yourself as a leader of people and not just a manager of subordinates, and you must give each team member the support and trust they deserve.

There will be critical moments when support will be essential, and motivation may need to be maintained. Ask what your team members prefer: regular and formal check-up periods or one-on-one sessions at milestone completion, for example. This provides both a sense of safety and a level of autonomy, giving staff the sense that you respect and consider them, driving success moving forward.

By mastering these skills, you will be well-equipped to lead a team of early childhood educators and support their growth and success. 

Your team needs to understand their role and responsibilities to achieve the organisation’s goals. 

Role Clarification

Each team member must be clear about their role within the team.

Unless an employee is clear on their job description and what is expected of them in a given task and/or project, they cannot be expected to do the job correctly, let alone exceed your expectations.

Facilitate your team's success by clarifying every role within the team. Each job role within an organisation should have an up-to-date job description or job and person specification outlining the key responsibilities, duties of the position and reporting relationships. Tasks should be assigned to employees based on their job description responsibilities. 

Watch

Watch the video Role clarity: 7 ways to set crystal clear with role clarity for every member of your team by Dando to learn more about role expectation clarification. 

Effective role modelling

As a team manager, you must aim to become a true leader and be someone who inspires, motivates, and drives teams to success.

There is little chance that you will ever be able to lead effectively unless you lead by example.

A good role model can be defined (in a nutshell) as:

• A person who others look up to
• A person whose behaviour, attitude, values and ethics can be emulated by others
• A person whose behaviour sets a positive example.

Watch

Watch the video 4 Steps to becoming a role model by Brendon.com to learn about becoming a role model. Duration: 9:36

The best role models:

• Display honesty and sensitivity to the impact that their own behaviour might have on others while being highly productive in their work
• Do not work at the expense of others - instead, they consider the needs and feelings of each team member
• Are responsible for their actions and accountable for their mistakes.

Every team manager should strive to master the following traits:

Exceptional leaders enhance the organisation's image for all of its stakeholders. They develop general leadership capabilities and contribute to the organisation's leadership brand, exemplifying the skills and characteristics that fulfil customers' and investors' expectations.

A company with a strong leadership brand inspires faith that employers and managers will consistently make good on the firm's promises.