High Performance Teams

Attributes, Dynamics and barriers

Team vs Group

Effectiveness

Perf

orm

ance

Group

High Performance Team

Functioning Team

Team formation

Committee

WHAT IS IN COMMON?

• Purpose• Role – Ownership – Make a difference

• Communication –

• Effective – frequent – clear – consistent• Internal vs external communication• Feedback

• Involvement –

• Role and experience – Partnership – Respect

• Process Orientation • Process tools – problem solving – planning – meetings agendas - behavioral norms - process improvement tools

• Continuous Improvement • Tools – knowledge - Time

Modified from Sandy Pentland, MIT 2011

Key drivers of communication

• Energy– Level of exchange amongst team members

• Face to face• Videoconference• Email and sms

• Engagement– Distribution of energy amongst team members

• Cluster engagement

• Discovery– Exploration outside team boundaries

Modified from Sandy Pentland, MIT 2011

Features common to HPT

• Equal distribution listening and talking• Face each others• Communicate directly

– Not through the chair• Side conversation

– short• Coffee breaks

– explore

Dynamics of HPT

• Don’t be a hero, the team is.• Debate before making decision• Let every one talk• Ignore the status quo• Resolve serious issues, never

play it down• No place for casual team

members• Identify barriers

Conflict

Perf

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ance

Destructive conflictConstructive conflict

Optimal healthy conflict

Conflict and team performance

Choosing team members

• Define primary goal

• Skills and know-how

• Personality fit

• Influence

• Motivation

• Communication

Good HPT members

• Click (the X factor)• Excellent connectors• Time equity

– Divide time equally amongst team members• Active good listeners• Short high energy conversation• Always bring ideas from outside

– Not at the group expense

Why teams fail ?

Dysfunctional team• Lack of Trust

– Avoidance and holding back, vulnerable• Avoiding conflict

– Stagnant thinking, artificial harmony• Patchy Commitment

– Suboptimal contribution, ambiguity • Lack of Accountability

– Low standard• Poor Processes

– Ineffective

Captain Richard Crespignythere had been an explosion, and that he and the crew had done what they had done thousands of times before in the simulator.

The aircraft is safe. We have four engines. We have lost one. We have shut down. It's possibly could have even perhaps restarted it but to be safe we won't. So you are safe. We practice this procedure probably three or four times every three months and so today we get to work the procedure

HPT Leadership

• Clear vision– Every member can assume leadership role– Team output is critical in the success chain– Why and how, objectives, time frames, deadlines

• One to one meetings– What push their buttons?– How they measure their performance?– How they like to be managed?– Every one is motivated differently

• Room to deliver – less pressure

HPT Leadership

• Measure achievements– Open discussion on performance– Constructive frequent feedback = no pile ups

• Stay positive– Keep your calm– Reassure and support

• Socialize regularly, build friendship– Take time out– Play together

• Celebrate before moving on to the next challenge

“ There is no limit to what can be

accomplished if it doesn,t matter who gets the credit.”

Ralph Waldo Emerson