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It is important to note that for the purpose of this framework, the phrase “high-functioning”
was chosen quite deliberately to describe the ideal team. Many leaders falsely attribute the
label of “high-performing” to teams that achieve the mission or accomplish goals; however,
this excessive focus on results may come at a high cost: safety, individual and team well-
being, or efficiency. Ultimately, a focus on results to the exclusion of all other considerations
is unsustainable and in contradiction to Our Values and Behaviours.
The purpose of this document is to help you quickly identify behaviours in yourself as a
leader and your team members by asking questions associated with each element of the
HFTF. We encourage you to actively use these questions in your team discussions.
Social Mastery
Social Mastery is “the development and application of emotional and social competencies
to generate high functioning individuals and teams who achieve results with and through
our people”. Simply put, it is how we achieve our goals, together. This foundational skill
underpins the ability for team member’s to effectively manage themselves and relationships
with others. A high level of social mastery amongst individual team members provides the
foundation for effective team interactions.
Do I/do team members:
• Recognise, understand, and manage own emotions to respond appropriately to the
situation and adapt to changing circumstances?
• Schedule time for personal reflection to better understand my emotions and patterns
of own behaviour? For example, after an activity do I take time to write notes/think/
talk to others about what went well and might I do differently next time?
• Consistently and actively seek out opportunities for personal development? Have
team members been coached? Mentored?
• Use self-awareness and empathy (the ability to take the perspective of another
person, recognise emotion in the other person, and understand the other’s
experience) to achieve effective interactions?
Effective Communication
The ability to communicate with each other underpins all elements of a high-functioning
team. A team is at its best when it maintains a consistent focus on constructive
communication. They are also prepared to review their communication when it is not
working.
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Do I/do team members:
• Talk and listen in roughly equal measure, keeping contributions concise?
• Maintain high levels of eye contact and engage in energetic conversation?
• Talk with people, not at them?
• Seek feedback to confirm that the message was understood as intended?
• Actively listen to others by paraphrasing and requesting clarification to understand
the speaker?
• Adapt communication styles and methods to suit different individuals/audiences?
Shared Vulnerability
Courage requires vulnerability. Vulnerability is the willingness to be your authentic self; to
face uncertainty, to take risks and to face emotional exposure. Shared vulnerability requires
everyone in your team to provide a safe space where people can be authentic and truthful.
Do I/do team members:
• Openly admit mistakes, weaknesses, or shortcomings?
• Ask for help and/or input from my/their team members?
• Feel comfortable discussing elements of personal life to create meaningful
connection?
• Remain authentic in their interactions?
• Offer and accept apologies without hesitation?
Psychological Safety
Psychological safety is the belief that it is safe for interpersonal risk taking within the
group. Group members have a sense of belonging to the group because it is a safe space
for people to be themselves and they can speak up as required – with relevant questions,
ideas, or concerns – without being shut down harshly or suffering personal rebuke.
Do I/do my team members:
• Ensure the entire team is included and everyone has a voice?
• Encourage an environment where all team members feel they can take appropriate
risks, ask questions and share thoughts?
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• Offer a safe space to fail and learn (where appropriate)?
• Have a deep understanding on when there is zero tolerance for risk-taking?
• Interact face-to-face, both formally and informally?
• Sincerely welcome and thank people for delivering bad news or giving tough
feedback?
• Give one another the benefit of the doubt before arriving at a negative conclusion?
• Express appreciation? (Saying “thank you” sincerely and often)
• Call out and correct inappropriate or unacceptable behaviour? (What’s ok, what’s not
ok?)
• Recognise and celebrate important milestones, (i.e. accomplishments, birthdays,
arrivals, etc.)
• Have fun?
Professional Competence
High-functioning teams strive to ensure that team members are suitably qualified and
experienced for their role in the team while respecting each member’s level of professional
competence. High-functioning teams provide support and opportunities for team members
to develop their technical mastery.
Do I/do my team members:
• Actively seek out feedback for improvement from all team members, through a variety
of methods?
• Create opportunities for development of technical mastery?
• Create opportunities for development of all kinds (not just within the workgroup)?
• Provide a range of development opportunities to all members of the team?
• Assist each other to work towards a standard of excellence?
• Have a genuine interest in the development of my team members?
Trust
Sharing vulnerability, creating psychological safety, and fostering competence are the
building blocks of trust. Trust is the confidence among team members that their peers’
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intentions are good, and that there is no reason to be protective or careful around the group.
Do I/do my team members:
• Assist each other to identify weaknesses and methods to improve?
• Look at mistakes as opportunities for learning and development?
• Ask for help or provide constructive feedback?
• Offer help outside my/their area of responsibility?
• Verify our assumptions? Do we ask questions, preventing team members from
jumping to conclusions about the intentions and aptitudes of others?
• Have difficult conversations with each other as required?
• Enjoy working with and spending time outside of work together?
Productive Conflict
Built upon a solid foundation of trust, team members feel safe to engage in robust debate
with the aim of critical thinking and problem-solving while avoiding personal attacks.
Do I/do my team members:
• Feel comfortable to disagree with or constructively challenge the suggestions and
ideas of others, including those of the leader?
• Respectfully provide critical analysis of issues without judgement or without taking it
personally?
• Actively seek diverse views, thinking styles and different ways to achieve outcomes?
• Avoid personal attacks in team meetings?
• Speak directly to a team member with whom they disagree – rather than talking/
complaining about them to another team member?
Commitment
Once a team has engaged in productive conflict to decide the best course of action, all
members will have
clarity and
buy-in to the agreed way ahead for the team; this is
irrespective of personal opinions on the matter.
Do I/do my team members:
• Have a clear understanding of what the team’s goals are?
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• Have a clear understanding of how the team will achieve those goals?
• Wholeheartedly commit to achieving team goals regardless of personal opinions?
• Invest time and effort in to achieving team goals, regardless of personal gain?
Accountability
The most effective means of maintaining high standards within a team is peer pressure;
team members must be willing to hold each other mutually accountable by calling out poor
performance or behaviours that undermine the team’s trust in each other.
Do I/do team members:
• Provide frequent raw, honest, and informal feedback with the aim of improving
performance (avoiding ‘sandwich’ or ‘bathtub’ feedback)?
• Schedule regular formal and informal progress reviews?
• Set and meet clearly defined deadlines and key deliverables?
• Hold each other accountable rather than rely on the team leader as the sole source
of discipline?
• Identify potential problems quickly by questioning one another’s approaches without
hesitation?
Results
Positive outcomes are achieved by maintaining an uncompromising focus on all the
elements of the high functioning team framework. Much can be achieved by the team when
individual performance is applied with the team’s goals in mind. Teams that can identify
and articulate the collective agenda will more successfully harness the efforts of team
members, ensuring resilient and enduring outcomes.
Do I/do team members:
• Celebrate
collective achievements?
• Use language that is predominately “we” not ‘I’?
• Achieve objectives but not at the expense of the team or its individuals?
• Talk positively about the team, its processes, and the end results?
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Purpose
Purpose is consistently and regularly orienting the team towards the importance of
a shared goal with respect to individuals, the team, and the organisation. It means
clearly articulating the “why”: how each individual’s role and the team’s collective efforts
contributes to achieving Navy’s mission and being in service.
Do I/do team members:
• Articulate how individual roles impact team and organisational outcomes?
• Discuss and can explain why your team exists?
• Understand how my/their role and the team’s role impacts Navy’s mission?
• Understand how my/their role and the team’s role contributes to Plan Pelorus
outcomes?
• Explain who relies on and benefits from the team’s work?
• Discuss and implement methods to improve performance so I/they can better serve
customers/beneficiaries?
Cultivate a Growth Mindset
Having a growth mindset is the belief that you can always further develop yourself and that
your development is achieved through consistent effort, effective strategies, and seeking
assistance from others.
Do I/do team members:
• Apply sustained effort to personal and team growth?
• Continue to work towards goals despite hurdles, actively demonstrating grit and
perseverance?
• Identify and apply effective strategies for personal and team growth?
• Seek assistance from others to support our own/our teams learning journey?
• Provide a safe space for trial and error?
• Believe that we can always improve and develop ourselves?
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REFERENCES
Bradberry, T. and Greaves, J. (2009).
Emotional Intelligence 2.0, San Diego: Talent Smart
Brown, B. (2012).
Daring Greatly, How the Courage to be Vulnerable Transforms the Way We
Live, Love, Parent and Lead, UK: Penguin
Coyle, D. (2018).
The Culture Code, UK: Penguin
Dweck, C. (2016). What Having a “Growth Mindset” Actually Means.
Harvard Business
Review, https://hbr.org/2016/01/what-having-a-growth-mindset-actually-means
Edmondson, A. (2018). How fearless organisations succeed.
Strategy + Business,
https://www.strategy-business.com/article/How-Fearless-Organizations-Succeed?gko=63131
Lencioni, P. (2002).
The Five Dysfunctions of a Team, A Leadership Fable, San Francisco:
Josey-Bass
RECOMMENDED VIEWING
Viewing
Netflix:
Call to Courage with Brené Brown
YouTube: Building a psychologically safe workplace – Amy Edmondson
TED Talk: Brené Brown, “The Power of Vulnerability”
TED Talk: Carol Dweck, “The Power of Believing That You Can Improve”
TED Talk: Simon Sinek, “How Great Leaders Inspire Action”
We love feedback! If you have suggestions for improvement, would like more
information or would like to share your experience using this model with the DNC team,
please e-mail:
xxxx.xxxxxxxxxxx@xxxxxxx.xxx.xx
Version 1.1 – May 2021
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expects of us. Our Vision and Mission Statements are located on our RAN BAND
webpage and will be sent to your units in hard copy to be displayed in a prominent
workplace area.
The RAN Band Mission is: To deliver public relations and ceremonial support to
promote Navy’s values and a positive Navy Brand.
This is why PR is at the forefront of what we do – we are a PR strategic effect for
the RAN.
The RAN Band Vision states: The Royal Australian Navy Band aspires to be an
organisation with a worldwide reputation for excellence staffed by a professional
team of highly motivated people, delivering quality services to Navy and serving
Australia with honour.
We need to understand why we exist – why we have a Navy band, why we have
chosen this employment and why we continue to choose this employment every
day. Think about this and discuss with eachother, your peers, supervisors other
sailors and officers. You may also take advantage of our Maritime Personnel
Community which includes MHRO & MPERS, MX, TS, PTI, CHAP & MSWO and
PAO. It would be interesting to hear from them about why they think Navy has a
band… so form a connection with our MPC family, there is wealth of knowledge
and expertise waiting for you to share.
Culture is about how we interact with eachother and we can choose to do this
positively, productively respectfully and encouragingly, or not. Our Culture Survey
suggests that we prefer a culture more inclusive and respectful – so let’s work
together to achieve that. This is a perfect way to start our DMUSN Divisional
category specific focus and aligns nicely into the Navy Mastery Model and Social
Mastery. You will all be aware that our Performance Appraisal Report now includes
Social Mastery – you will be expected to understand what this means to you and
your team. Check out the new AE361 – it’s very different from what we have used
in the past!
As you are all aware, we are now part of the Maritime Personnel Community. This
is important for us. We know have a Head of Community that is actively engaged
in what we do and the resources we required to get our job done. Our Head of
Community is Commodore Klenthis. Take time to check out the MPC website via
the link and you will see the breakdown of the MPC and you will also see our
Capability Statement and Workgroup stuff. DMUSN urges you all to invest in this
and advocate for the positive influence the MPC is having on our category – we
are progressing to a positive capability as a result of the active sponsorship from
CDRE Klenthis, and genuine mentoring we are sharing across the workgroups. If
you are not involved in the mentoring program, DMUSN urges you to reconsider
or you may feel less informed and miss out on important insight into the intricacies
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of our workforce. DMUSN has 4 mentors and this combination has resulted in the
advancement of our category structure, funding and capability. Don’t be shy. You
would have all received a copy of the 2022 MPC Newsletter as well.
Congratulations and well done to all involved.
Also, you will be aware that DMUSN is appointed as Head of Professional
Requirements for Musician and Band. Have a read through the charter to
understand precisely DMUSN’s responsibilities as our category HoPR. They refer
to this role as the hopper. Moving on…
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Now to COVID impacts… Let’s be frank, COVID has been crap for the band
category and we have all done extremely well to maintain a dignified output over
the past few years. We should all be very proud of what we have achieved in this
time – it is remarkable to say the least. COVID is fatiguing and the constant
evolving nature of COVID has resulted in confusing policy and guidance and we
are all trying to remain current and compliant. It has been difficult… but we have to
stay informed, stay safe and stay calm. DMUSN respects the decision of those
members who are choosing not to be vaccinated, and whilst vaccination status is
affecting postings, course attendance and band performances, we have to work
through this together as a team. There is Defence Policy on how to manage our
workforce with COVID and there is strict direction on administrative requirements
for members who are choosing not to be vaccinated; Defence is referring to this
as refusal to be vaccinated. This is Defence Policy, not DMUSN. DMUSN is
responsible for contextualising it to capability specific requirements and in our
public facing, public relations, community engagement role, there are restrictions
for unvaccinated members of the band. DMUSN needs us all to solutionise a way
forward. We need to comply with reporting requirements and this is the
opportunity for those affected members to provide options on how they will
continue to provide effective service as military musicians, from their perspective.
DMUSN intends to visit all units in the coming months with our Category Warrant
Officer, s47F
This is an opportunity to hear from DMUSN on
specific unit matters, so start thinking about this and staff your questions/queries
through your Divisional Chain. Additionally, the Category Warrant Officer is your
representative so take the opportunity for face-to-face meetings with him during
these visits.
DMUSN reviews all Minutes from the Div meetings and is keen to shape DMUSN
input with relevant information to you - so take this as an invitation!
Kind regards,
DMUSN
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a commemoration event. Because, taken out of context, it may appear as a
mockery for a Naval bugle to sound ‘Rouse’ at a commemorative event. So,
under no circumstances will a Navy bugler sound ‘Rouse’ at a
commemoration event; not now, not ever.
Navy will provide the sentiment of ‘Rouse’ for a commemorative event with
the Navy-Reveille. This is well articulated on the Department of Defence
website Anzac Day Handy Hints : Defence Ceremonies : Department of
Defence but it goes on to explain further why Navy does not sound ‘Rouse’.
For Army and RAAF, ‘Rouse’ is sounded as a sentiment to raise spirits and
fight for another day; Navy sound the Navy-Reveille as equivalent to this -
both ‘Rouse’ and Navy-Reveille hold identical sentiment.
Regrettably, this is not widely known or communicated (until now). DMUSN
has consulted with DVA and should any member of the public raise this
Navy tradition with DVA, they will forward any enquiry onto DMUSN who
will provide a response on behalf of Navy. In short, no ‘Rouse’ unless we
are sailing, lost steerage and going around in circles, and the CO of the
ship has commanded the bugle call. Hopefully we can let this matter rest
now.
The Bugle issue uncovered an obvious lack of Navy ceremonial
communication and DMUSN will work with Command Ceremonial to
strengthen this. DMUSN is open to suggestions – all raised through your
Divisional Chain please. Nice segue…
Use your Divisional Chain – for everything. This is important for workplace
matters, personal concerns, career aspirations, mentorship, trust and
building positive workplace relationships. The mechanism we use to
engage our Divisional Support is the PE121 as it provides structure to the
consultative nature of the support framework within Navy.
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website. The MPC are strong advocates for the Navy band (all SERCATs) and you
are all encouraged to engage with your new colleagues. Sharing thoughts
(positive and constructive) and experiences is really important to understanding
our collective knowledge gaps, developing positive interactions with eachother and
the wider MPC, and socialising ideas for a stronger workplace. We all need to be
active in this – no passengers!
The MPC Excellence Award (next slide gives more detail). Anyone can nominate
and all submissions with be coordinated through DMUSN as HoPR. Your OIC and
Bandmaster have more details.
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assist RFN Band with their Navy ceremonial capability and band drill, Brass Band
repertoire and composition ideas, stores and equip acquisition, Navy recruitment,
and performances for their RFN Birthday. Personnel involved are s47F
s47F
DMUSN has consulted with DNC for a thorough debrief from the Culture Survey
(OCI/OEI) outcomes from May 2021. This will be coordinated through Directorate
of Navy Culture experienced debriefing team and will occur in Aug.
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responsibility for all of us We all need to continue to build trust and strengthen
communication, at all ranks, with all peers and supervisors.
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there, so thank you tos47F
for your support. A tremendous RAN Band
team effort; thank you and well done.
Finally, we are scoping RAN Band involvement in the IFR Japan, most likely a 35
piece ceremonial band. Awaiting funding provisions but planning is progressing.
I am very proud of what we are achieving in the RAN Band and welcome your
feedback on what we can do differently to strengthen our capability and Navy
brand.
Warm regards,
DMUSN
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Introduction and scope
-
Discussions with s47F
prior to travelling to Sydney
o
Known morale and cultural issues – insidious and toxic
o
Tackle problems head on – may not have answers
o
Aim Breaking 25 years of bad habits and systemic issues.
o
Precursor to DNC workshops
-
Six months to observe
o
Change in approach
o
Good management team
o
Chief of Army – The Standard you walk past is the standard you accept
Important Senior ABs and LS address issues
Icebreaker slide
Icebreaker -
“Sometimes this is how I think we greet each other”
Not acceptable and we need to move on and respect each other at every level
OIC Points
-
It is time to appreciate what this job is.
o
Service values
Service
Courage
Respect
Integrity
Excellence
o
Unicorn job???
Salaried job
Employees dictate (as opposed to develop and apply) the outcomes
Touring Bands – 200 nights a year / same repertoire
Symphony orchestras
o
Worked for the Telstra Business Women of the year
High level of expectation and job delivery
High level of motivation
Held to account at a corporate level (rather than individual)
Expected buy in to values and expectations
Whole of staff meetings every Tuesday from 3pm-6pm – must attend
High level of turn over/burn out
-
Identified problem with complaining
o
Complaining vs venting
o
Not being addressed by senior AB’s or LS
o
Performance is hindered by negativity
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o
The irony is the people that complain about what is being said here, are the ones
that don’t believe they are fuelling the problem.
-
Fueling unhealthy workplace approaches
o
Making complaining a sport
o
Unit hijacked by unfair negativity
o
Verging on dissent
Ballina vs. Japan
-
Social Functions
o
Everyone’s racing to get out thinking it’s not about them
o
Constructs in place for it to be duty (even with alcohol)
o
Why have them?
-
I don’t want to work in a workplace where even if I’m doing the right thing, it’s criticised,
complained about, belittled or there is a sense of entitlement that it’s not your responsibility
to meet the expectations of the employment you hold
Three options slide
AC853. You know this isn’t and accept it. Will have full support.
PM008. Tell story - CDRE Kalenthis initiated this with a career WO when they were unwilling to
change/correct approach/alignment with Navy/corporate values. If it can happen at that rank, why
should it not apply at every rank.
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❖
Almost everything will work again if you unplug it for a few
minutes, including you - Anne Lamott
❖
Find a group of people who challenge and inspire you, spend a
lot of time with them, and it will change your life - Amy
Poehler
❖
You don’t have to see the whole staircase, just take the first step -
Martin Luther King Jnr.
-
Six months to observe - discussed with CPO and POs
o
Change in approach
o
Good management team - OIC/CPO/POs
o
Chief of Army – The Standard you walk past is the standard you accept
•
Important Senior ABs and LS address issues at that level
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OICs Principles
❖ Professionalism
❖ Punctuality
❖ Purpose
(and treat people like adults until they don’t act that way)
Ask question -
Is there any instances where you don’t feel these have been adhered to?
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Unit Regulator Observations
and Review
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OIC Observations and Review
-
It is time to appreciate what this job is.
o
Service values
•
Service
•
Courage
•
Respect
•
Integrity
•
Excellence
o
Unicorn job???
•
Salaried job
•
Employees dictate (as opposed to develop and apply) the outcomes
•
Touring Bands – 200 nights a year / same repertoire
•
Symphony orchestras
o
Worked for the Telstra Business Women of the year
•
High level of expectation and job delivery
•
High level of motivation
•
Held to account at a corporate level (rather than individual)
•
Expected buy in to values and expectations
•
Whole of staff meetings every Tuesday from 3pm-6pm – must attend
•
High level of turn over/burn out
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Three Outcomes -
The line in the Sand
❖ AC853 -
Member initiated transfer to SERCAT 3
❖ PM008 -
Command initiated psychological review
❖
A positive change of attitude = developing positive workplace
AC853. You know this isn’t and accept it. Will have full support.
PM008. Tell story - CDRE Kalenthis initiated this with a career WO when they were unwilling to change/correct approach/alignment with Navy/corporate values. If it can
happen at that rank, why should it not apply at every rank.
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Resolve the sense of who you are, and what you want out
of life or a situation
Ben Crowe
Mindset Coach to Ash Barty
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Unit Workplace Principles
❖ What is Ben Crowe’s approach to intrinsic and extrinsic
controls?
❖ Separating the person from the persona - how does that
apply in our setting? Redefine success…
❖ Difference between achievement and fulfilment…
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The Band Strategic Direction document exists within your workplace so if you haven’t
seen it, ask your Div Chain for a copy. I am updating this document with new budget and
structure information and expect to have the latest version released in the coming weeks.
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We are approaching the readying phase for RAN BAND NT. This means that our
workgroup is shaping the scheme of complement for Darwin band that will
include 4 x rhythm section, 1 x Admin assist and 1 x CPO – to form the nucleus of
what will eventually be another reserve band led by CPO and AB (as with our
existing reserve capabilities. s47F
will be working with you all to start
shaping this new and exciting Navy capability.
We have a robust auditions campaign occurring in the background and I
encourage everyone to assist with our recruitment. NPRM releases
advertisements on socials but if you have better ideas, then please socialise with
s47F
and s47F
Current audition campaign is:
French Horn – Advertise 19 July – Applications due 09 August – Video submissions
due 30 August 2022.
Oboe – Advertise: 26 July – Applications Due 16 August – Video Submission due:
06 September
Jazz Trumpet – Advertise 02 August – Applications Due 23 August – Video
Submission due: 13 September
Jazz Trombone – Advertise 09 August – Applications Due 30 August – Video
Submission due: 20 September
Lead Trumpet – Advertise 23 August – Applications Due 13 September – Video
Submission due: 04 October
Finally, I am very proud of what we are achieving in the RAN Band and welcome
your feedback on what we can do differently to strengthen our capability and
Navy brand.
Warm regards,
DMUSN
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