Team-working

Question 1

What makes a good team member?

Answer 1

Key skills for effective team-work include:
• Listening to other people’s ideas
• Discussing with team members and encouraging them to interact
• Respecting others and their ideas
• Sharing information to create a positive team environment
• Participation and ensuring all team members get involved
• Good communication skills
• Identify strengths and weaknesses
• Reflection

Question 2

What are the benefits of team working?

Answer 2

 Improved productivity
 Improved quality
 Improved customer focus.
 Speed up the development of solutions.
 Increase employee motivation.
 Utilise different skillsets

Question 3

What are the characteristics of an effective team?

Answer 3

• common sense of purpose;
• clear understanding of the team’s objectives;
• resources to achieve those objectives;
• mutual respect among team members, both as individuals and for the contribution each makes to the team’s performance;
• a valuing of members’ strengths and respecting their weaknesses;
• mutual trust;
• willingness to share knowledge and expertise;
• willingness to speak openly;
• range of skills among team members to deal effectively with all its tasks;
• range of personal styles for the various roles needed to carry out the team’s tasks.

Question 4

What did you learn at the mace manager training course?

Answer 4

• Embed Mace values in my role as a manager
• Understand my role and responsibilities
• Delegate and set expectations for my staff
• Know how to motivate and inspire
• Setting objectives
• Time management

Question 5

How would you run an effective meeting?

Answer 5

• Agenda discipline
o Start and end time of meeting.
o Times against each item.
o Brief attendees to prepare specific information if required – manage participation up or down
o Put easier items at the start and end and the most important items in the middle to take advantage of when attendees would be most alert and engaged.

Question 6

If a member of your team was over enthusiastic in a meeting how would you deal with it?

Answer 6

• If they were over elaborating on a topic I would thank them for their contribution clarifying the key information required stating that we must stick to the agenda of the meeting and the time available.
• Direct questions to their colleague.
• If in relation to a particular topic state that it should be discussed in more depth after the meeting with only the required parties.

Question 7

If a member of your team was difficult or disruptive in a meeting how would you deal with it?

Answer 7

• I would analyse the situation to be clear about the issue and the effect the person has on other team members.

• I would take them aside and inform them that their behaviour is not appropriate and try to ascertain the reason why:
o Personal issue.
o Problem with another team member.
o Agitated about a project issue or decision.

• If there was no reason or the answer was not to my satisfaction I would request that they make an effort to improve their conduct in the future.

• If their behaviour did not improve I would:
o If member of Equals then speak to senior management about replacing this person.
o If member of project team then speak to senior management and client about replacing them.

Question 8

Why are team building exercises important?

Answer 8

They build relationships and trust in a non-working environment, a key element of high performing teams.
E.g. Sporting event (go-karting, football, softball), meals, pubs.

Question 9

If you were brought into a project after the previous PM had left how would you deal with the situation?

Answer 9

I would meet with the client and project team to discuss what went wrong in order to analyse the situation and put in place a recovery plan with buy in from the project team.
I would detail the current status of the project and the methods and actions to get I back on track.

Question 10

What are the difficulties of achieving high performing teams in the construction industry?

Answer 10

 Projects last several years making personnel change inevitable.
 Different engagements required at each stage.
 Lack of trust between client and contractor.

To overcome this I:

 Understand people’s motives
 Setting of short term goals.
 Holding regular team building events even if it is just drinks in a pub after a meeting.

Question 11

How would you go about recruitment for your team?

Answer 11

• Firstly, I would identify the skill gaps, and the level of competency and skill required to fill the gaps.
• I would then look internally, to see if there was an appropriate individual within the team already.
• If not, I would advertise the position.

Question 12

What are the pros and cons of partnering?

Answer 12

Pros
- More teamworking which can share responsibility and efficiency of completing the task
- Increased employee morale
- Less adversarial
Cons
- Conflicts in working styles
- Too many leaders and not enough operatives
- Less pressure and incentive to get work done due to no

Question 13

What were the Latham Report Recommendations?

Answer 13

• That the Government should become a best practice client.
• That the NEC suite of contracts be adopted to improve a less adversarial approach.
• Encouraged Partnering between companies and organisations.
• Risk should be allocated to the party best able to handle it.

Question 14

Can you share an example of working as part of an effective team?

Answer 14

• Since the Corona lockdown I have managed to maintain good team relations and procedures whilst working remotely.

Question 15

What do you mean by synergy?

Answer 15

This is the concept that a combination of people would make a bigger output than if those people were working individually.

Question 16

What needs to be done for effective meeting?

Answer 16

• Agenda
• Brief attendees on their actions from last time
• Timely invitation
• Minute everything adequately
• Make sure agendas do not overrun

Question 17

If a member of your team was disruptive in a meeting how would you deal with it?

Answer 17

• Analyse the situation
• Speak to person and consider reasons for disruption
• If no reason and no progress speak to their manager to try and get resolved.

Question 18

Can you give an example of when you implemented teamwork in a project?

Answer 18

x

Question 19

How would you positively motivate your team members?

Answer 19

• Team building exercises
• Make sure their voice is heard
• Provide additional support if they need extra resources
• Clear communication and brief.

Question 20

Think of a team you have worked within – which role did you play?

Answer 20

• plant;
• resource investigator;
• co-ordinator;
• shaper;
• monitor evaluator;
• teamworker;
• implementer;
• completer; or
• specialist.

Question 21

How successful do you think the team was? Why?

Answer 21

• a common sense of purpose;
• a clear understanding of the team’s objectives;
• the resource to achieve those objectives;
• mutual respect among team members, both as individuals and for the contribution each makes to the team’s performance;
• a valuing of members’ strengths and respect of their weaknesses;
• mutual trust;
• a willingness to share knowledge and expertise;
• a willingness to speak openly;
• a range of skills among team members to deal -effectively with all its tasks;
• a range of personal styles for the various roles needed to carry out the team’s tasks.