Building High Performing Teams

Facilitated by

Marion Stone

Agenda

1. Definition of a Team

2. Team Growth

3. Developing ‘High Performance’– Leadership– Membership– Methods of working together

4. Team Maintenance

DEFINITION OF A TEAM1.

Group vs. Team

Working Together

• Complementary effort by a group of people e.g. lifting something, stuffing envelopes

Team

• Cooperative effort require to carry out a joint task e.g. maintenance crews, project teams

Definition of a Team

• Working towards a shared purpose or goal• Complementary skills• Sharing responsibility• Interdependence• Collaborative decision making – acting as a unit• Characterised by participation, trust,

communication, strugglesstruggles, collaboration, clear roles, quality control

Definition of a Team

"None of us is as smart as all of us." Ken Blanchard

"Teamwork is the ability to work together toward a common vision. It is the fuel that allows

common people to attain uncommon results." Andrew Carnegie

TEAM = Together Everyone Achieves More

TEAM GROWTH2.

Tuckman’s 4 Stages of Team Development

Forming

Characterised by;• A desire for acceptance• Avoiding controversy or

conflict• Being busy with routines

and team organisation• Superficial communication

Storming

Characterised by;• Competition and

confrontation between different ideas and perspectives

• Issues or ‘stormy waters’ forces more authentic communication

• Brewing conflict• A need for clarity on roles

and direction

Norming

Characterised by;• The emergence of a

common goal and the rules of engagement

• Resistance is overcome• A greater understanding of

one another’s skills and experience

• More effective listening and communication

Performing

Characterised by;• Interdependence• Flexibility• High morale• Common group identity• Autonomous operation

Questions

Why would teams go back to norming & storming stages?

Useful questions –

What will it take to move the Team to ‘performing’?

What needs our immediate attention going forward?

DEVELOPING HIGH PERFORMANCE3.

What produces High Performance?

• The average work group and the exceptional team can be compared to two horses; both with the same muscles, leg and lungs. One is an ordinary riding horse and the other a winner of the Durban July

• What makes them different?

Ingredients of High Performance

1.Leadership – build team, provide direction an inspire to a common purpose

2.Membership – clear roles3.Methods of working together – common

ways of doing things (problem solving, decision making and innovative thinking)

1. Leadership

Roles of a leader – Inspire to a common purpose, provide direction by setting group and individual goals

Inspire to a common purpose, provide direction by setting group and individual goals

Know your people

Know your people

Purpose & Direction

• "Would you tell me, please, which way I ought to go from here?""That depends a good deal on where you want to get to," said the Cat."I don’t much care where--" said Alice."Then it doesn’t matter which way you go," said the Cat."--so long as I get SOMEWHERE," Alice added as an explanation."Oh, you’re sure to do that," said the Cat, "if you only walk long enough.“ Alice in Wonderland

• Direction engagement motivation performance

Questions for Purpose (Mission)

• What is our team’s job• What organistional goals do we support?• How do we add value?• What would happen if we were not there?

Examples• School District #77 wants happy and healthy

students. To that end, the district's personnel strives, through a coordinated school health program, to provide students with experiences that are designed to motivate and enable them to maintain and improve their health.

• McDonald's vision is to be the world's best quick service restaurant experience.  Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile

Break it down

Goal 1: Obtain a Customer Satisfaction rating of 98% on the internal stakeholder satisfaction survey

Measure: Customer Satisfaction Rating

Action Steps Who By When Resources

Summarise scorecard results Sally & Achmat

9 August

Review scorecard with each stakeholder to check where needs and expectations are not being met

Sally & Achmat

30 Sep Administrative support to set up meetings

2. Membership

• Know your people’s strengths and work with them

• People are more effective performing in a way that is natural to them

• Create a ‘Team Profile’

Belbin Team Roles (Styles)

Social Styles (Motivation)

Ask – directed Assertiveness

Tell – directed Assertiveness

People – directed Responsiveness

Task – directed Responsiveness

Social Styles

Personality StylePersonality Style Driver Expressive Amiable Analytical

Talking Gets to the point Likes to tell stories

Doesn’t offer opinions

Precise speech

Listening Gets impatient Doesn’t get details Sympathetic listener

Seeks out facts

Handshake Firm Enthusiastic Gentle Brief

Personal Space Maintains space Likes to be close Likes hugs, pat on back

Avoids touching

Movements Bold Quick Slow Controlled

Workspace Displays awards Cluttered Displays photos Organized

Team Skills

Skills Thandi John Sam

Report writing 5 3 3

Customer liaison 3 5 2

Making presentations

3 5 3

Data analysis 3 2 4

3. Methods of Working Together

• How will you communicate?• How will you manage meetings?• How will you problem solve?• How will you resolve conflict and

disagreements?• Scope of authority– What decisions can be made without

consultation and which require involvement

Significance

• How attracted are you to staying for an extra hour? (Scale of 1 to 10)

• What caused you to write that answer?• What would have to change in order to

raise the number

TEAM MAINTENANCE4.

Symptoms

• Low morale• Lost sense of purpose, direction• Communication is superficial• Signs of mistrust• Low enthusiasm• Development of cliques and sub groups• Complaints about your leadership

Team assessment

Are you all heading in the same direction?•Vision & goals•Roles & responsibilities•Objectives & performance•Commitment

How do you work together?•Open communication•Involvement•Teamwork & accountability•Recognised for contributions•Positive inter-team relationships

How do you organise and use your resources?•Workload & efficiency•Planning & monitoring•Processes & procedures•New ideas & improvement

Do you have what you need to get the job done?•Skills & knowledge•Information•Tools & equipment•Feedback•Empowered

Cornerstone Connections

• Cornerstone Connections was born out of a desire to enable organisations to achieve their goals by unlocking the motivation & performance of their employees.

• The focus of Cornerstone since 2006 has been on supporting small & mid sized organisations in the greater Cape Town area with a focus on technical industries

• Cornerstone Connections is the umbrella under which Marion Stone offers performance consulting, organisational development and facilitated workshops

Client History

• Vital Health Foods – Food Manufacturing• Elex Khanyisa – Electrical testing• Mazars – Accountants• Netcare – Healthcare• Pesto Princess – Food Manufacturing• Bergstan – Consulting Engineers

SABPP

What next?

• Ask me for details of my ½ day Strategy sessions• Visit my website for more information & resources

www.cornerstoneconnections.co.za• Sign up for an informative, free monthly

newsletter on my homepage or by leaving me your card.

• Connect with me via my LinkedIn profile

www.cornerstoneconnections.co.za 34