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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. …

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

Published in Business , Education
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  • 1. Creating High Performance Teams Trigger a positive change in team performance Create synergies across the organisation  Foster a culture of continuous improvement Richard Lee richardlee63@icloud.com
  • 2. How would you define management? Management defined as:  The struggle against human nature Debate!
  • 3. What is management and what is leadership? Management Getting work done through others Leadership An interpersonal influence directed towards the achievement of a goal or goals
  • 4. Characteristics of a successful manager • Who are the successful managers you can think of, and what makes  them so successful? 1. Approachable and open 2. Observant 3. Actively listens 4. Asks thought provoking questions 5. Gives honest feedback 6. Keeps the tone positive 7. Well prepared and focused 8. Manages their time effectively 9. Good networker and builds rapport 10. Emotionally intelligent and self aware
  • 5. Becoming a great manager What is at the heart of a manager’s role? To raise individual and team performance
  • 6. Stepping up from team player to team manager Managing expectations • Your expectations • Don’t put yourself under pressure, as stress affects decision making • Take time out to review your progress and what you have learnt • Ask for help when you need it (before a situation gets out of hand) • Your team’s expectations • Understand their expectations (separate expectations from wishes) • Be open and honest • Assign responsibility and hold people to account • Hold frequent individual and team discussions • Your manager’s expectations • Learn what they expect from you (go beyond the job description/targets) • Frequent communication (including pre and post sign off of your decisions)
  • 7. What is a team and what is a high performance team?  TEAM • A group working together  towards a common goal Slaves hauled 40 ton limestone blocks 2600BC HIGH PERFORMANCE TEAM • A group with strength and unity  of purpose who achieve  breakthroughs in performance  and create value
  • 8. What is a team and what is a high performance team? 
  • 9. Characteristics of high performance teams Purpose Strength and unity of purpose Empowerment Comfortable taking charge of situations Relationships & Communication Effective relationships and open communication both inside and  outside the team Flexibility Adaptable to change at short notice.  Flexibility of thought, time  and deeds Optimal productivity No slackers and nobody working themselves to death.  No  presenteeism.  Note: complexity and the dynamic nature of the  business world make it difficult for a team to be both optimal  and durable Recognition Team members recognise one another’s contribution and the  help of others Morale High morale maintained by achieving breakthroughs and a  shared purpose Ken Blanchard – The one minute manager
  • 10. Stages of team development Forming Team comes together.  Tasks,  processes, rules and measures are  agreed Storming Conflict emerges as people start to  test the tasks, processes and manager Norming Co‐operation begins and unity of  purpose develops Performing Surges in performance, high energy,  very focused B. W. Tuckman The above model works for new teams, and experienced teams forming around a new challenge Communication and momentum are two key enablers to help you move quickly from F to P Helping team members to become aware of their own style of behaviour speeds progression
  • 11. Team motivation “Soldiers may not fight for me, but they will die for France” ‐ Napoleon Motivation (noun): Set of reasons for undertaking an activity Extrinsic • Money • Threat of punishment • Competition • Awards or Trophies Intrinsic • No obvious incentive  (e.g. hobbies) • Enjoyable job or workplace • Contribution is valued • Feel like I make a difference • Opportunity to learn and grow
  • 12. Problem With an individual or  team  Action taken by manager Fear Self doubt Apathy Inertia  Create urgency Show them how they  can make a difference Hope (substantial and  audacious) Dissonance Isolation Develop a team spirit Transformational management = Criticality + Hope Team motivation
  • 13. Time %Productivity Lunch Team motivation
  • 14. Team motivation
  • 15. Responsiveness Responsiveness ‐ The rate of communication If the rate is too slow it could lead to delays and frustration If someone’s input or gestures appear ignored it can lead to ill‐feeling DO • Offer progress updates • See your role as being of service • Act as a go‐between • Apologise for genuine delays DON’T • Always take ownership • Say “yes” all the time • Over commit
  • 16. How different people learn and respond Learning is meaning based ‐ If I understand what I am being taught in  the context of the difference it will make then I am more motivated to  learn and apply what I have learnt both correctly and consistently For the business For our customers For me What does it mean……?