creating high performance teams

Download Creating high performance teams

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Trigger a positive change in team performance. Create synergies across your organisation. Foster a culture of continuous improvement.

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  • 1. CreatingHighPerformanceTeams Triggerapositivechangeinteamperformance Createsynergiesacrosstheorganisation Fosteracultureofcontinuousimprovement RichardLee richardlee63@icloud.com
  • 2. Howwouldyoudefinemanagement? Managementdefinedas:Thestruggleagainsthumannature Debate!
  • 3. Whatismanagementandwhatisleadership? Management Gettingworkdonethroughothers Leadership Aninterpersonalinfluencedirected towardstheachievementofagoalorgoals
  • 4. Characteristicsofasuccessfulmanager Whoarethesuccessfulmanagersyoucanthinkof,andwhatmakes themsosuccessful? 1. Approachableandopen 2. Observant 3. Activelylistens 4. Asksthoughtprovokingquestions 5. Giveshonestfeedback 6. Keepsthetonepositive 7. Wellpreparedandfocused 8. Managestheirtimeeffectively 9. Goodnetworkerandbuildsrapport 10. Emotionallyintelligentandselfaware
  • 5. Becomingagreatmanager Whatisattheheartofamanagersrole? Toraiseindividualandteamperformance
  • 6. Steppingupfromteamplayertoteammanager Managingexpectations Yourexpectations Dontputyourselfunderpressure,asstressaffectsdecisionmaking Taketimeouttoreviewyourprogressandwhatyouhavelearnt Askforhelpwhenyouneedit(beforeasituationgetsoutofhand) Yourteamsexpectations Understandtheirexpectations(separateexpectationsfromwishes) Beopenandhonest Assignresponsibilityandholdpeopletoaccount Holdfrequentindividualandteamdiscussions Yourmanagersexpectations Learnwhattheyexpectfromyou(gobeyondthejobdescription/targets) Frequentcommunication(includingpreandpostsignoffofyourdecisions)
  • 7. Whatisateamandwhatisahighperformanceteam? TEAM Agroupworkingtogether towardsacommongoal Slaves hauled 40 ton limestone blocks 2600BC HIGHPERFORMANCETEAM Agroupwithstrengthandunity ofpurposewhoachieve breakthroughsinperformance andcreatevalue
  • 8. Whatisateamandwhatisahighperformanceteam?
  • 9. Characteristicsofhighperformanceteams Purpose Strength andunityofpurpose Empowerment Comfortabletakingchargeofsituations Relationships&Communication Effectiverelationshipsandopencommunicationbothinsideand outsidetheteam Flexibility Adaptabletochangeatshortnotice.Flexibilityofthought,time anddeeds Optimalproductivity Noslackers andnobodyworkingthemselvestodeath.No presenteeism.Note:complexityandthedynamicnatureofthe businessworldmakeitdifficultforateamtobebothoptimal anddurable Recognition Teammembersrecogniseoneanotherscontributionandthe helpofothers Morale Highmoralemaintainedby achievingbreakthroughsanda sharedpurpose KenBlanchard Theoneminutemanager
  • 10. Stagesofteamdevelopment Forming Teamcomestogether.Tasks, processes,rulesandmeasuresare agreed Storming Conflictemergesaspeoplestartto testthetasks,processesandmanager Norming Cooperationbeginsandunityof purposedevelops Performing Surgesinperformance,highenergy, veryfocused B.W.Tuckman Theabovemodelworksfornewteams,andexperiencedteamsformingaroundanewchallenge CommunicationandmomentumaretwokeyenablerstohelpyoumovequicklyfromFtoP Helpingteammemberstobecomeawareoftheirownstyleofbehaviourspeedsprogression
  • 11. Teammotivation Soldiersmaynotfightforme,buttheywilldieforFrance Napoleon Motivation (noun):Setofreasonsforundertakinganactivity Extrinsic Money Threatofpunishment Competition AwardsorTrophies Intrinsic Noobviousincentive (e.g.hobbies) Enjoyablejoborworkplace Contributionisvalued FeellikeImakeadifference Opportunitytolearnandgrow
  • 12. Problem Withanindividualor team Action takenbymanager Fear Selfdoubt Apathy Inertia Createurgency Showthemhowthey canmakeadifference Hope(substantialand audacious) Dissonance Isolation Developateamspirit Transformationalmanagement=Criticality+Hope Teammotivation
  • 13. Time %Productivity Lunch Teammotivation
  • 14. Teammotivation
  • 15. Responsiveness Responsiveness Therateofcommunication Iftherateistooslowitcouldleadtodelaysandfrustration Ifsomeonesinputorgesturesappearignoreditcanleadtoillfeeling DO Offerprogressupdates Seeyourroleasbeingofservice Actasagobetween Apologiseforgenuinedelays DONT Alwaystakeownership Sayyesallthetime Overcommit
  • 16. Howdifferentpeoplelearnandrespond Learningismeaningbased IfIunderstandwhatIambeingtaughtin thecontextofthedifference itwillmakethenIammoremotivated to learnandapplywhatIhavelearntbothcorrectlyandconsistently Forthebusiness Forourcustomers Forme Whatdoesitmean?