Leading High Performance Teams
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Leading High Performance Teams

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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. ...

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.

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    Leading High Performance Teams Leading High Performance Teams Presentation Transcript

    • Leading High-Performance Teams By: Romains Bos
    • Leading High-Performance Teams
      • Increasing the focus on RESULTS
          • Transition plan: Developing a purpose statement
          • Transition plan: Refining a purpose statement
          • Transition plan: Developing critical goals
      • Building team member COMMITMENT
          • Transition plan: Setting team ground rules
          • Transition plan: Identifying benefits
      • Improving team PROCESSES
          • Transition plan: Improving how the team records, communicates, and executes actions and agreements
          • Transition plan: Improving how the team conducts meetings
          • Transition plan: Improving how the team makes decisions
      • Improving team COMMUNCIATION
          • Transition plan: Setting communication ground rules
          • Transition plan: Improving conflict resolution
          • Transition plan: Sharing information
      • Building TRUST within the team
          • Transition plan: Increasing trust
          • Additional activities for building or maintaining trust
    • Team Success Factors HIGH PERFORMANCE RESULTS COMMITMENT PROCESS COMMUNICATION TRUST
    • Rating The Factors HIGH PERFORMANCE RESULTS COMMITMENT PROCESS COMMUNICATION TRUST 5 4 3 2 1 5 4 3 2 1 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 5-Strong 4-More than satisfactory 3-Satisfactory 2-Less than satisfactory 1-Weak
    • Team Success Factors COMMITMENT RESULTS
      • 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
      • 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
      • 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
      • 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
      ENABLERS Teams can move forward when they have things such as: LIMITERS Teams hold themselves back when they do things such as :
    • Team Success Factors COMMUNICATION PROCESS
      • 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
      • 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
      • 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
      • 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
      ENABLERS Teams can move forward when they have things such as: LIMITERS Teams hold themselves back when they do things such as :
    • Team Success Factors
      • 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
      • Act on assumptions
      • Refuse to admit mistakes or ask for help
      • Disregard individual needs or expectations
      • Break promises
      TRUST ENABLERS Teams can move forward when they have things such as: LIMITERS Teams hold themselves back when they do things such as :
      • 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
      • Act on assumptions
      • Refuse to admit mistakes or ask for help
      • Disregard individual needs or expectations
      • Break promises
      TRUST
      • 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
      • 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
      COMMUNICATION
      • 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
      • 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
      PROCESS
      • 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
      • 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
      COMMITMENT
      • 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
      • 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
      RESULTS   ENABLERS Teams can move forward when they have things such as: LIMITERS Teams hold themselves back when they do things such as :
    • Increasing the focus on RESULTS
      • Developing a purpose statement
        • Preparation
          • Schedule a meeting for writing a team purpose statement. Before the meeting ask the team members to write a brief statement (35 words or less) describing why the team exists. Team members should be prepared to post and discuss their statements at the meeting
    • 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
    • Increasing the focus on RESULTS
      • Refining a purpose statement
        • Preparation
          • Schedule a meeting for refining an existing team purpose statement. Before the meeting ask the team members to review and edit the current purpose statement. Team members should be prepared to post and discuss their edited statements at the meeting
    • 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
    • Increasing the focus on RESULTS
      • Developing critical goals
        • Preparation
          • Schedule a meeting to develop critical goals
    • 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
      • Setting team ground rules
        • Preparation
          • Schedule a team meeting to set ground rules. Before the meeting ask the team members to think about and list some ground rules for how they will work together as a team. They should consider topics such as:
            • Attendance and participation at team meetings
            • Giving and receiving feedback within the team
            • Fulfilling responsibilities and commitments
            • Resolving differences within the team
            • Communicating with one another
      Building team member COMMITMENT
    • 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
      • Identifying benefits
        • Preparation
          • Schedule a team meeting to identify how team members hope to benefit from being part of the team. Before the meeting ask team members to make a list of things they expect to gain, such as:
            • Recognition
            • The feeling of making a difference to the organization
            • New or improved skills
            • Bonuses or other rewards
            • The feeling of being a part of something important
      Building team member COMMITMENT
    • 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
      • Improving how the team records, communicates, and executes actions and agreements
        • Preparation
          • Schedule a team meeting to improve the process for handling actions and agreements
      Improving team PROCESSES
    • 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
      • Improving how the team conducts meetings
        • Preparation
          • Schedule a team meeting to improve the process for conducting meetings
      Improving team PROCESSES
    • 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
      • Improving how the team conducts meetings
        • Preparation
          • Schedule a team meeting to improve the process for making team decisions
      Improving team PROCESSES
    • 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
      • Setting communication ground rules
        • Preparation
          • Schedule a team meeting to set communication ground rules or revise existing ones. Before the meeting ask team members to think about and list some ground rules related to areas such as:
            • Listening
            • Participation
            • Clarity
            • Creativity
            • Openness
            • Respect
      Improving team COMMUNICATION
    • 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
      • Improving conflict resolution
        • Preparation
          • Schedule a team to improve the way the team resolves conflict
      Improving team COMMUNICATION
    • 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
      • Sharing information
        • Preparation
          • Schedule a meeting to discuss what information each team member needs and how the team might share information with each one another. Ask each team member to create one list containing the information he or she needs to have to perform his or her responsibilities and, if known, who provides the information. Ask them to create a second list containing the information they think others need from them
      Improving team COMMUNICATION
    • 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
      • Increasing trust
        • Preparation
          • Schedule a meeting that gives team members the opportunity to get to known one another on a more personal level. Explain that when team members share information about themselves and learn more about one another’s background, trust begins to grow and they can reach a deeper level of mutual understanding and acceptance.
          • Ask the team members to come to the meeting prepared to share information about themselves, such as:
            • Education
            • Work experience
            • Something personal they’d like to share
            • Hobbies and interests
            • Likes and dislikes about the job
            • Things to eliminate in the job
          • Note: Be sure no to create the impression that people will be pressured into revealing personal information that they might feel uncomfortable sharing
      Building TRUST within the team
    • 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
    • Team Performance Model 1. Orientation WHY am I here? 2. Trust Building WHO are you? 3. Goal clarification WHAT are we doing? 5. Implementation WHO does WHAT, WHEN, WHERE ? 6. High performance WOW! 7. Renewal WHY continue? 4. Commitment HOW will we do it? CREATING SUSTAINING Relationship Unresolved