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Richard Wallace - Building and leading a high performing global team
 

Richard Wallace - Building and leading a high performing global team

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Richard Wallace, Technology Director, G4S spoke at the CIO Event (dot) com

Richard Wallace, Technology Director, G4S spoke at the CIO Event (dot) com

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    Richard Wallace - Building and leading a high performing global team Richard Wallace - Building and leading a high performing global team Presentation Transcript

    • Richard WallaceTechnology Director (G4S)
    • “Creating high performing global teams”• Why• A team model
    • Why are teams important?Companies with over 100 employees utilise teams 82% of the time.Why is improving team performance important?Team performance is closely tied to business outcomesWhy I am I here?Want to get feedback and learning from others people’s experience.Coached and facilitated the team performance from 2003, and have appliedperformance model to teams in Santander & G4S.
    • Ken Blanchard:Best known for developing Situational Leadership ModelSold over 18 million books, 38 titles including:The One Minute Manager Builds High Performing Teams (with Don Carew and EuniceParisi-Carew, William Morrow & Co, 1990, 3rd ed, 2009)The Model:All high performing teams have; Purpose, Empowerment, Relationships, Flexibility,Optimal Production, Recognition, Motivation.
    • 1. Purpose and values. A high performing team shares a strong sense of purpose and acommon set of values. They have a compelling vision.
    • 2. Empowerment. Members of a high performing team have authority to act and makedecisions and choices with clear boundaries. They have the autonomy, opportunity, andability to experience their personal and collective power.
    • 3. Relationships and communication. A high performing team is committed to opencommunication. People feel they can take risks and share their thoughts, opinions, andfeelings without fear.
    • 4. Flexibility. High performing team members are interdependent and realise that allare responsible for team performance, development, and leadership. Membersrecognise the inevitability of change and adapt to changing conditions
    • 5. Optimal productivity. High performing teams generate optimal productivity,reflected in the amount and quality of the work they accomplish. There is acommitment to high standards and quality. Team members hold each otheraccountable and strive for continual improvement.
    • 6. Recognition and appreciation. A high performing team experiences continualpositive feedback and recognition on the part of team members, the team leader, andthe organisation. Recognition reinforces behaviour, builds esteem, and enhances afeeling of value and accomplishment.
    • 7. Morale. Morale is the result of all of the above. If the other PERFORM elements arein place, morale is high. Members are enthusiastic about their work; they are proud oftheir results and feel pride in belonging to the team.
    • DiscussionIs it possible to have high performing teams without one of these characteristics?What’s missing from the model?Application to virtual global teams?