leading high performance teams

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Leading High-Performance Teams By: Romains Bos

Post on 21-Oct-2014

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DESCRIPTION

This PPT is a tool to help focus a team / group / or stakeholders into a high performance team. It concentrates on results, commitment, processes, communication, and trust. I created this tool as a means to transition a team through the four stages of team maturity: forming, storming, forming, and performing.

TRANSCRIPT

Page 1: Leading High Performance Teams

Leading High-Performance Teams

By: Romains Bos

Page 2: Leading High Performance Teams

Leading High-Performance Teams

• Increasing the focus on RESULTSTransition plan: Developing a purpose statementTransition plan: Refining a purpose statementTransition plan: Developing critical goals

• Building team member COMMITMENTTransition plan: Setting team ground rulesTransition plan: Identifying benefits

• Improving team PROCESSESTransition plan: Improving how the team records, communicates, and executes actions

and agreementsTransition plan: Improving how the team conducts meetingsTransition plan: Improving how the team makes decisions

• Improving team COMMUNCIATIONTransition plan: Setting communication ground rulesTransition plan: Improving conflict resolutionTransition plan: Sharing information

• Building TRUST within the teamTransition plan: Increasing trustAdditional activities for building or maintaining trust

Page 3: Leading High Performance Teams

Team Success Factors

RESULTS

COMMITMENT

PROCESSCOMMUNICATION

TRUST

Page 4: Leading High Performance Teams

Rating The Factors

RESULTS

COMMITMENT

PROCESS

COMMUNICATION

TRUST

54

32

1

54

32

1

1 2 3 4 5

12345

12345

5-Strong

4-More than satisfactory

3-Satisfactory

2-Less than satisfactory

1-Weak

Page 5: Leading High Performance Teams

LIMITERSTeams hold themselves back when they do things such as :

ENABLERSTeams can move forward when they have things such as:

RE

SU

LTS

•Disagree on how to use resources•Carry out individual responsibilities and put off team responsibilities•Disagree on priorities•Compete for recognition, resources, or personal gain

•A clear, important, and accepted purpose statement•Understood and accepted short – and long-term team goals•Regular reviews of and discussions about team results•Team wide understanding of how team results support the organization•Team celebrations of successes

CO

MM

ITM

EN

T

•Neglect to support team decisions.•Withhold feedback to fellow members about mistakes or poor performance•Refuse to challenge the leader•Avoid volunteering to help or don’t cooperate with one another•Look to the leader to make most of the decisions or to take corrective actions

•Understood and accepted team member performance objectives•Understood and accepted ground rules for working together•Regular reviews of team members’ results and contributions to team success•Regular, open exchanges of positive and developmental feedback•Understood and accepted benefits of participating on the team

Team Success Factors

Page 6: Leading High Performance Teams

LIMITERSTeams hold themselves back when they do things such as :

ENABLERSTeams can move forward when they have things such as:

PR

OC

ES

S

•Allow meetings to go off course or end them without reaching agreement•Neglect to share information and knowledge outside of meetings•Miss or delay opportunities, appointments, or assignments•Expand excessive time or resources in completing tasks

•Understood and accepted roles and responsibilities•Efficient methods for reviewing the effectiveness of work and team processes•Understood and accepted ground rules for sharing information and knowledge•Agreed-upon and documented actions and deadlines•An effective process for making team decisions•Meetings that follow an agenda that has been distributed in advance and reflects team members’ input

CO

MM

UN

ICA

TIO

N

•Withhold information in meetings•Let conflicts or disagreements go unresolved•Neglect to listen to one another•Quickly judge and reject ideas•Allow a few people to dominate meetings

•Equal opportunity to participate and offer opinions•Understood and accepted ground rules for resolving conflict•Openness to new ideas and opinions•Recognition of team members who use effective communication skills

Team Success Factors

Page 7: Leading High Performance Teams

LIMITERSTeams hold themselves back when they do things such as :

ENABLERSTeams can move forward when they have things such as:

TR

US

T

•Act on assumptions•Refuse to admit mistakes or ask for help•Disregard individual needs or expectations•Break promises

•Mistakes viewed as learning opportunities•Willingness to ask other team members for help•Differences of style and opinion that are leveraged rather than discouraged•Willingness to share thoughts, feelings, and rationale

Team Success Factors

Page 8: Leading High Performance Teams

Increasing the focus on RESULTS

• Developing a purpose statement– Discussion

• Present individual statements• Select common elements• Write the initial purpose statement• Test the purpose statement• Publicize the purpose statement

Page 9: Leading High Performance Teams

Increasing the focus on RESULTS

• Refining a purpose statement– Discussion

• Present individual edited statements• Select common elements• Write the refined purpose statement• Test the purpose statement• Publicize the purpose statement

Page 10: Leading High Performance Teams

Increasing the focus on RESULTS

• Developing critical goals– Discussion

• Identify critical organizational and customer expectations

• Choose the critical expectations• Write team goals• Test the goals• Track and display the results

Page 11: Leading High Performance Teams

Building team member COMMITMENT

• Setting team ground rules– Discussion

• Present each team member’s list of ground rules• Select common ground rules• Determine tracking methods and consequences• Determine how to exchange feedback on

observing the ground rules

Page 12: Leading High Performance Teams

Building team member COMMITMENT

• Identifying benefits– Discussion

• Present each person’s list of things he or she expects to gain by being on the team

• Discuss the list• Determine when and how to measure team

members’ satisfaction with the benefits they are gaining

• Summarize and schedule follow-up

Page 13: Leading High Performance Teams

Improving team PROCESSES

• Improving how the team records, communicates, and executes actions and agreements– Discussion

• Reach agreement on what needs to be improved• Determine what actions your team will take to

address the practices that the team currently is not following at all or is not following effectively

• Document actions and agreements and set a follow-up date to assess improvement

Page 14: Leading High Performance Teams

Improving team PROCESSES

• Improving how the team conducts meetings– Discussion

• Reach agreement on what needs to be improved• Determine what actions your team will take to

address the practices that the team currently is not following at all or is not following effectively

• Document actions and agreements and set a follow-up date to assess improvement

Page 15: Leading High Performance Teams

Improving team PROCESSES

• Improving how the team conducts meetings– Discussion

• Reach agreement on what needs to be improved• Determine what actions your team will take to

address the practices that the team currently is not following at all or is not following effectively

• Document actions and agreements and set a follow-up date to assess improvement

Page 16: Leading High Performance Teams

Improving team COMMUNICATION

• Setting communication ground rules– Discussion

• Present each team member’s list of ground rules• Select common ground rules• Determine what actions the team will take to follow

the ground rules• Document and publish ground rules

Page 17: Leading High Performance Teams

Improving team COMMUNICATION

• Setting communication ground rules– Discussion

• Reach agreement on what needs to be improved• Determine what actions your team will take to

address the practices that the team currently is not following at all or is not following effectively

• Document actions and agreements and set a follow-up date to assess improvement

Page 18: Leading High Performance Teams

Improving team COMMUNICATION

• Sharing information– Discussion

• Identify the information that needs to be shared• Identify any gaps in information sharing• Determine actions that will close the gaps• Document agreements and distribute a summary

of agreements and actions to all team members• Set a follow-up date to assess information sharing

Page 19: Leading High Performance Teams

Building TRUST within the team

• Additional activities for building or maintaining trust– Discussion

• Have each team member complete a “social style” or “interpersonal style” inventory. These inventories provide an assessment of people’s motivations, communication styles, and interpersonal styles. Have a trained or certified facilitator lead the team through a discussion of team member's similarities and differences in styles. Such a discussion can help the team better understand and value individual differences

• Plan social activities as a team. For example:– Game (competitive, group problem-solving, etc.)– Picnic– Lunch or dinner– Sporting event

• Conduct a feedback session in which each team member receives feedback from the other team members about:

– One major strength– One thing the person could do differently to help the team be

successful

Page 20: Leading High Performance Teams

Team PerformanceModel

1.Orientation

WHYam I here?

2.Trust

BuildingWHO are

you?

3.Goal

clarificationWHAT are we

doing?

5.Implementation

WHO does WHAT,WHEN, WHERE ?

6.High

performanceWOW!

7.Renewal

WHYcontinue?

4.CommitmentHOW will we

do it?

CREATING SUSTAINING

Relationship

Unresolved