building and managing high performance teams

Download Building and managing high performance teams

Post on 17-Jul-2015

61 views

Category:

Leadership & Management

2 download

Embed Size (px)

TRANSCRIPT

  • It is not likely that one person alone can posses all the skills and knowledge to solve all problems whatever their natureTeams consistently outperform individuals acting alone Teamwork allows the sharing of knowledge, life experiences and insight of their members.

    Small as they could be, teams respond quickly to new challenges.

  • Facilitates better communicationMotivates employeesPromotes creativityDevelops problem-solving skillsBreaks the barrier

  • Project team: A project team is pretty much what it sounds like a is the group responsible for planning and executing the project. It consists of a Project Manager and a variable number of Team members, who are brought in to deliver their tasks according to the project schedule. (Sometimes project teams are referred to as steering committees or task forces.) Typically, when the project ends, the team ends.Cross-functional team: A cross-functional team is made up of employees from different departments or areas of the business.Self-directed work team: Like a project team, a self-directed work team is just what it sounds like a team that determines how it will get a job done and has the authority, and often the budget, to carry out decisions.

  • Follow the instructions below:There are 16 items in the box.Go and look into the box without opening , come back gently and write down what you saw in the box.Then open the box and list what is inside against what you wrote down.WHAT IS YOU SCORE ?

  • FormingStorming NormingPerforming Dissolving or Re-orientating

  • This is the genesis

    Group is undeveloped and unsure about what and how to achieve its goals

    Members do not know each other well and are concerned with 'who fits where'.

  • This is the experimenting stage

    Members begin to find their place

    Intra-group conflicts will be evident as well as lively debates and discussions

    Not much is being achieved at this stage.

  • Group is settling down.

    Members begin to use their past experiences to solve the teams challenges.

    They feel more comfortable working with each other and form a cohesive group.

    Much is being achieved at this stage and here is always room for improvement.

  • The group is mature

    Has achieved harmony plus a relaxed and purposeful atmosphere

    Defined its tasks, worked out its relationships

    Has started producing results.

  • Team dissolves when the team has completed the project May be reoriented to continue on a next phase of the project.

  • Establish a team charter Define Roles and Responsibility Communication Participation Conflict Management Effective Meetings Motivation & Rewards Delegate Reviews Discipline

  • Sharing Workload

    Building Mutual Associations

    Increased Work Pace

    Learning Opportunities

    Healthy Competition

    Mutual Creativity

  • WHAT SKILLS DO I NEED?

    After fair assessment of ourselves, there is need for us to take a step forward by identifying the basic skills that will help us increase our productivity either as a leader or as a follower.

  • Delegating Effectively Having the right people with the right skills isn't sufficient for a team's success. Managers must also know how to get the job done efficiently. Delegation is the key to this

    Motivating People Another necessary management skill is motivating others. Its one thing to motivate yourself, but it's quite another to motivate someone else. The key thing to remember is that motivation is personal.

  • Managing Discipline and Dealing with differencesTeam performance will also suffer when differences between individual team members turn into outright conflict, and it's your job as team manager to facilitate a resolution.

    CommunicatingYou need to let your team know what's happening and keep them informed as much as possible. Team briefing is a specific communication skill that managers should improve. Avoiding Common Managerial Mistakes. Some of these common mistakes are thinking that you can rely on your technical skills alone, asking your boss to solve your problems, putting your boss in the awkward position of having to defend you, and not keeping your boss informed.

  • Lack of agreement on decision-making processAuthority Vocal Minority Majority By-passing Consensus

    Ineffective CommunicationPoor listening Interruptions Lack of continuity of discussion Ambiguity

  • Lack of agreement on objectives Objectives not explicit Hidden agendas Different level of commitment Differing objectivesLack of agreement on constraintsTime Authority and Resources Information

  • Mutual Trust -No fear in stating my views openlyTogetherness - I can give as well as I can receive help from othersCommunication-I can say what I feel and how I am reacting

    Team objectives-Objectives are clearly understood by all

    Resources utilization-We share resources of each other

    Control Methods-We keep discussions within their level of relevance

    Environment-Team climate is free, open and supportive to each other

  • Questions !!!

  • Thank You