high performance teams 09

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  • 1.Building High Performance Teams

2. If you depend on yourself to be the only leader, you will nd it physically and emotionallyimpossible.Your top team must be a group of people youcompletely trust.You cant be the only one concerned with thisissues of growth.---Jana Matthews-- Building an Awesome Organization 3. Because teams are made up of imperfect humanbeings, they are inherently dysfunctional. Building team comes down to mastering a set of behaviors that are theoretically uncomplicated butextremely difcult to put into practice everyday.Patrick Lencioni- The Five Dysfunction's of a Team 4. Ponder this: Think of one real world example when you were part of a winning TEAM. What were the critical elements of its success? Was there ever internal conict? If so-- how did the team handle it? Did the various team members trust each other? How was that exhibited? 5. The Five Dysfunctions of a TeamInattention to Results Avoidance of Accountability Lack of Commitment Fear of Conict Absence of TrustP. Lencioni 6. Red FlagsYou have a poorly functioning team if:Top team members are focused solely on running their own departments and have little appreciation of other departments People get inconsistent messages from top team members Difcult to achieve consensus among top team Top team members complain that they do not get enough time with you or you with them Your team members are still coming to you for decisions Top team members dont have time for meetings People believe that leadership is constantly changing directions Big decisions are announced but rationale is not explained 7. Team Discussion Take Survey that the facilitator has for you. Note which area(s) are most troublesome to you? Initial your trouble area on the white board grid. 8. I. Absence of Trust Trust lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible. Enables team members to feel that their peers intentions are good and there is no reason to be protective. Vunerablilities: Weakness, skill deciencies, interpersonal shortcomings, mistake and requests from help. Problems stem from unwillingness to be vulnerable within the group Problem is: We have been taught to be competitive and protective of our reputations. 9. What happens when there is an Absence of Trust ? People:Conceal their weakness and mistakes from one anotherHesitate to ask for help or provide constructive feedbackHesitate to offer help outside their own responsibilityJump to conclusions about the intentions and aptitudes ofother without attempting to clarify themFail to recognize and tap into one anothers skills andexperiencesHold grudgesDread meetings and nd reasons to avoid spending timetogether. 10. Trust Assessment Score 11. Strategies to Eliminate: Absence of TrustIdentify and discuss individual strengths and weaknessesSpend considerable time in face to face meetings and workingsessionsAdmit weaknesses and mistakes and ask for helpAccept questions and input about your area of responsibilityTake risks in offering feedback and assistanceAppreciate and tap into one anothers skills and experiencesOffer and accept apologies without hesitationLook forward to meetings and other opportunities to work as agroup 12. II. Fear of Conict The desire to preserve articial harmony sties the occurrence of productive, ideological conict. By building trust-- the team do not hesitate to engage in passionate debate without punishment. Purpose is to produce the best possible solution. It is not--- Destructive ghting or interpersonal politics. 13. Teams that avoid ConictHave boring meetingsCreate environments where back channel politics and personalattacks thriveIgnore controversial topics that are critical to team successFail to tap into all the opinions and perspectives of team meetingsWaste valuable time 14. Conict Assessment Score 15. Strategies to overcome: Fear of ConictAcknowledge that conict is required for productive meetingsEstablish common ground rules for engaging in conictUnderstand individual team members natural conict stylesCoach one another not to retreat from conictProductive Conict leads to commitment 16. III. Lack of Commitment The lack of clarity or buy in that prevents team members from making decisions they will stick to.Cause number one: Consensus Great teams achieve buy in even when complete agreement isimpossible All views are considered but they rally around the decisionmade by group Impasses are resolved by leaderCause number two: Certainty A decision is better than no decision Paralysis by analysis destroys team condence Conict releases the group genius 17. Teams with a Lack of Commitment Create ambiguity among the team about direction and prioritiesWatch windows of opportunity close due to excessive analysis and delayBreed lack of condence and fear of failureRevisits discussions and decisions again and againEncourage second-guessing among team members 18. Commitment Assessment Score 19. ATeam that Commits Creates clarity around direction and priorities Aligns the entire team around common objectives Develops an ability to learn from mistakes Takes advantage of opportunities before competitors do Moves forward without hesitation Changes direction without hesitation or guilt 20. Strategies to build aTeam that CommitsReview Commitments at the end of each meeting toensure all team members are aligned.Cascading Messages--agreement on what was said andwhat needs to be communicated.Establish Deadlines and honor themAdopt a disagree and commit mentality-- make surethat all team members are committed regardless of initialdisagreements 21. IV. Avoidance of AccountabilityThe need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. Great teams hold one another accountable--thus demonstrating respect and have high expectations Teams must have a strong sense of what is expected. 22. ATeam that avoids AccountabilityCreate Resentment among team members who have different standards of performance Encourages mediocrity Miss deadlines and deliverables Places an undue burden on the team leader as the sole source of discipline 23. ATeam that holds one another Accountable Ensures that poor performers feel pressure to improve Identies potential problems quickly by questioning one anothers approaches without hesitation Establishes respect among team members who are held to same high standards Avoids excessive bureaucracy around performance management and corrective action. 24. Accountability Score 25. Strategies for overcomingAvoidance of Accountability Adherence to a few classic managerial tools Publication of goals and standards Clearly communicate goals and standards of behavior. The enemy of accountability is ambiguity Regularly discuss performance verses goals and standards Simple and regular progress reports A little structure is key Team members should regularly communicate with each Team Rewards Shift away from individual rewards-- (encourages the team to act.) 26. V. Inattention to Results Pursuit of individual goals and personal status erodes the focus on collective success. Team stagnates / fails to grow Rarely defeat competitors Loses achievement-oriented employeesEncourages team members to focus on their own career and individual goals Team is easily distracted 27. Inattention to Results Score 28. Strategies for Overcoming: Inattention to ResultsTeams should focus is on Collective resultsRetain achievement-oriented employeesMinimize individualistic behaviorResults: Benet from individuals who subjugate their own goals/interest for the good of the teamAvoids distraction 29. The Leaders Role One: Building Trust Demonstrate Vulnerability First Risk losing face Do not punish vulnerability Be genuine Two: Reduce Fear Of Conict Avoid protecting team members Mine for conict Do not take conict off line Adherence to schedule 30. The Leaders Role Three: Expect Commitment Be comfortable with prospect of a decision that could turn out wrong. Constantly push for group closure around issues Adhere to set schedules Four: Enhance Accountability Allow team dynamics to work Serve as the ultimate arbiter of discipline if the team fails Five: Focus on Results Set the tone for results focus Be seless and objective Reserve rewards and recognition for those who make real contributions to team goals.