Eight Attributes Of The High Performing Team

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Eight Attributes Of The High Performing Team

  1. 1. Eight Attributes of the High-Performing Team
  2. 2. EIGHT ATTRIBUTES OF THE HIGH‑PERFORMING TEAM <ul><li>Wilson research has identified eight attributes typically present in teams that perform in the zone of inspiration: </li></ul><ul><li>  </li></ul><ul><li>• Participative leadership ‑ creating an interdependency by empowering, freeing up, and serving others </li></ul><ul><li>• Shared responsibility ‑ establishing an environment in which all team members feel as responsible as the man­ager for the performance of the work unit </li></ul><ul><li>• Aligned on purpose ‑ having a sense of common purpose about why the team exists and the function it serves </li></ul><ul><li>• High communication ‑ creating a climate of trust and open, honest communication </li></ul><ul><li>• Future focused ‑ seeing change as an opportunity for growth </li></ul><ul><li>• Focused on task ‑ keeping meetings focused on results </li></ul><ul><li>• Creative talents ‑ applying individual talents and creativity </li></ul><ul><li>• Rapid response ‑ identifying and acting on opportunities </li></ul>
  3. 3. Three Phases of Team Development <ul><li>Establishing a high performance team is a developmental process. That is, a work unit must go through several phases of growth & change to become a high performance team. Most work units go through three phases, but all groups are not alike. Each passes through the phases at different rates & exhibits different patterns of interactions at each phase. Some indicators of team development, however, transcend these differences. You, as a manager, should consider these indicators, illustrated in the figure below, as you assess your team's development. </li></ul>
  4. 4. Phase 1 : Collection of Individuals <ul><li>When people are asked to work together, they initially form, a collection of individuals. This first phase gives individuals the opportunity to form identities within the work unit. </li></ul><ul><li>  </li></ul><ul><li>Phase 1 teams tend to be individual centered, have individual goals rather than group goals, do not share responsibility, avoid changes, & do not deal with conflict. Members begin to define their purpose & responsibilities, identify the skills of other members, & to develop norms for working with one another. </li></ul>
  5. 5. Phase 2 : Groups <ul><li>In the second developmental phase, work units begin forming groups. Members develop a group identity, define their roles, clarify their purpose & establish norms for working together. However, groups tend to be leader‑centered; the leader provides direction, assign tasks, reviews performance, & is the primary focus of communication. </li></ul>
  6. 6. Phase 3 : Team <ul><li>The final phase, & difficult to attain, is that of an actual high‑performance team, a team able to focus energy, respond rapidly to opportunities, & share both responsibilities & rewards. Teams are purpose‑centered; members not only understand the purpose but are committed to it & use the purpose to guide actions & decisions. </li></ul>
  7. 8. Participative leadership‑being committed to high performance Phase Characteristics Possible Actions Team: <ul><li>Members help choose tasks, methods, and standards. </li></ul><ul><li>Members review process and results. </li></ul><ul><li>Members are committed to high performance. </li></ul><ul><li>Encourage group decision‑making and consensus. </li></ul><ul><li>Reinforce constructive assessment of other group members. </li></ul><ul><li>Reinforce commitment and quality results. </li></ul>
  8. 9. High communication‑‑being willing to express Ideas and opinions Phase Characteristics Possible Actions Team: <ul><li>Communication among all group members is common. </li></ul><ul><li>Members are open to giving and receiving feedback. </li></ul><ul><li>Communication is open, empathetic, and' solution‑oriented. </li></ul><ul><li>Encourage communication among all group members. </li></ul><ul><li>Reinforce members who provide and accept feedback. </li></ul><ul><li>Reinforce open problem‑solving communication </li></ul>
  9. 10. Alignment on purpose ‑ having a shared vision which gives work meaning Phase Characteristics Possible Actions Team: <ul><li>Members feel personally committed to fulfilling their purpose. </li></ul><ul><li>Members reference the purpose in making decisions. </li></ul><ul><li>Members see group practices that are consistent with the group's purpose. </li></ul><ul><li>Review the group's purpose periodically to update and/or recommit. </li></ul><ul><li>Reinforce decisions that support the group's purpose. </li></ul><ul><li>Reinforce practices of the consequences for achieving or failing to achieve the group's purpose. </li></ul>
  10. 11. Shared responsibility‑feeling personally responsible for the success of the group Phase Characteristics Possible Actions Team: <ul><li>While members have primary areas of responsibility, they assume other roles as well. </li></ul><ul><li>Members help each other acquire new skills. </li></ul><ul><li>Members benefit from group as well as individual accomplish­ments. </li></ul><ul><li>Support members in their development of new capabilities. </li></ul><ul><li>Reinforce those that help others develop their skills. </li></ul><ul><li>Link rewards to both in­dividual and group performance. </li></ul>
  11. 12. Future focus - Seeing change as an opportunity for growth Phase Characteristics Possible Actions Team: <ul><li>Members focus on long­ term success, while considering short‑term needs. </li></ul><ul><li>Members use innovative and creative approaches to solving problems. </li></ul><ul><li>Change is perceived as providing opportunities to explore. new ideas or strategies. </li></ul><ul><li>Encourage attempts to balance short‑term and long‑term needs. </li></ul><ul><li>Support new ap­proaches to solving problems. </li></ul><ul><li>Reinforce positive atti­tudes toward change. </li></ul>
  12. 13. Task focus‑keeping meetings focused on results Phase Characteristics Possible Actions Team: <ul><li>Meetings usually accomplish pre­established objectives. </li></ul><ul><li>Members participate in reaching the goals of the meeting. </li></ul><ul><li>Members are pre­pared for meetings. </li></ul><ul><li>Take time to acknowledge group accomplishments. </li></ul><ul><li>Reinforce members who keep the group focused on results. </li></ul><ul><li>Continue to clarify expectations and re­inforce contributions. </li></ul>
  13. 14. Use of creative talent ‑ appreciating and applying individual skills. Phase Characteristics Possible Actions Team: <ul><li>Group members balance idea generation and idea evaluation. </li></ul><ul><li>Creativity, as well as immediate results, are rewarded. </li></ul><ul><li>Group members recog­nize and appreciate alternative approaches to problem‑solving. </li></ul><ul><li>Encourage members to look for the positive aspects of any idea. </li></ul><ul><li>Reinforce the expression of ideas and insights. </li></ul><ul><li>Encourage the consideration of individual differences in generating alternatives. </li></ul>
  14. 15. Rapid response‑identifying and acting on opportunities Phase Characteristics Possible Actions Team: <ul><li>Group decisions are guided by an agreed upon strategy and process. </li></ul><ul><li>Most decisions are achieved through consensus. </li></ul><ul><li>Continue to reference the group strategy and process and revise it when necessary. </li></ul><ul><li>Reinforce consensus decision making. </li></ul>
  15. 16. Team Composition
  16. 26. Thank You
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