Characteristics of High Performance Teams Beverly Bradstock Tom Desch © Associates For Professional Development, 2008

Characteristics of High Performance Teams © 2006 Associates for Professional Development © 2007 Associates for Professional Development Attention To Process & Content Power Within Group To Make Decisions Foster Creativity Constructive Conflict Resolution Mutual Trust Respect For Differences Interaction And Involvement Of All Members Open Communication Working Toward Common Goals Flexible Leadership Personal Growth Plan Maintenance Of Individual Self-Esteem Communication Contribution Group Process Interaction

Communication Working Toward Common Goals Open Communication Interaction And Involvement Of All Members © Associates For Professional Development, 2008

Working Toward Common Goals

Open Communication

Interaction And Involvement Of All Members

All team members are aware of and committed to the goals of the team. Team members share in the development of those goals. The team has goals for its own development. These are as important as the goals for the customer. Working Toward Common Goals © Associates For Professional Development, 2008

All team members are aware of and committed to the goals of the team.

Team members share in the development of those goals.

The team has goals for its own development. These are as important as the goals for the customer.

Barriers to communication are low. Commitment to honesty is high. Active listening is the norm. Team members are encouraged to contribute their ideas and are not afraid to voice their concerns. Open Communication © Associates For Professional Development, 2008

Barriers to communication are low.

Commitment to honesty is high.

Active listening is the norm.

Team members are encouraged to contribute their ideas and are not afraid to voice their concerns.

All team members are committed to helping the team. Members are actively involved in the solution of problems and the resolution of conflicts. More active team members call upon the less active ones. All recognize the importance of the others. Interaction And Involvement Of All Members © Associates For Professional Development, 2008

All team members are committed to helping the team.

Members are actively involved in the solution of problems and the resolution of conflicts.

More active team members call upon the less active ones.

All recognize the importance of the others.

Contribution Maintenance Of Individual Self-Esteem Personal Growth Plan Flexible Leadership © Associates For Professional Development, 2008

Maintenance Of Individual Self-Esteem

Personal Growth Plan

Flexible Leadership

Self-esteem is a measure of how we feel about ourselves. In high performance teams, team members take care of themselves and their own well-being. Team members also look out for the well-being of other team members. Maintenance Of Individual Self-Esteem © Associates For Professional Development, 2008

Self-esteem is a measure of how we feel about ourselves.

In high performance teams, team members take care of themselves and their own well-being.

Team members also look out for the well-being of other team members.

If the team is to continue to grow, each individual must understand how that growth is to happen. Teams grow because the individuals within them grow. Without this growth, the team eventually fails. This growth often results in the movement of team members to other opportunities. Personal Growth Plan © Associates For Professional Development, 2008

If the team is to continue to grow, each individual must understand how that growth is to happen.

Teams grow because the individuals within them grow.

Without this growth, the team eventually fails.

This growth often results in the movement of team members to other opportunities.

The leadership of the team shifts as the occasion warrants. Every team member has an understanding and appreciation of their individual leadership skills and why these skills are valuable to the team. Each team member is willing to step in as a leader when needed. Individual leaders are willing and able to function as followers when this is in the best interests of the team. Flexible Leadership © Associates For Professional Development, 2008

The leadership of the team shifts as the occasion warrants.

Every team member has an understanding and appreciation of their individual leadership skills and why these skills are valuable to the team.

Each team member is willing to step in as a leader when needed.

Individual leaders are willing and able to function as followers when this is in the best interests of the team.

Interaction Mutual Trust Respect For Differences Constructive Conflict Resolution © Associates For Professional Development, 2008

Mutual Trust

Respect For Differences

Constructive Conflict Resolution

Team members know each other well enough to trust the integrity and positive intentions of the others on the team. Team members act in a trustworthy way at all times. Trust is developed over time as team interactions deepen. Mutual Trust © Associates For Professional Development, 2008

Team members know each other well enough to trust the integrity and positive intentions of the others on the team.

Team members act in a trustworthy way at all times.

Trust is developed over time as team interactions deepen.

Team members recognize that each individual has a different approach to work, conflict resolution, and customers. Other team members respect these differences and work to minimize their impact on internal and external customers. Respect For Differences © Associates For Professional Development, 2008

Team members recognize that each individual has a different approach to work, conflict resolution, and customers.

Other team members respect these differences and work to minimize their impact on internal and external customers.

Identify the problem Define it Resolve it Work toward solutions, not affixing blame Own your own piece of a conflict and as well as your piece of the solution Constructive Conflict Resolution © Associates For Professional Development, 2008

Identify the problem

Define it

Resolve it

Work toward solutions, not affixing blame

Own your own piece of a conflict and as well as your piece of the solution

Group Process Foster Creativity Power Within Group To Make Decisions Attention To Process & Content © Associates For Professional Development, 2008

Foster Creativity

Power Within Group To Make Decisions

Attention To Process & Content

If a solution is not evident, then work on creating one. If an individual team member can’t perform a task, then call on the strength of the other team members. There is more creativity in a group than there is in an individual. Creative Strength © Associates For Professional Development, 2008

If a solution is not evident, then work on creating one.

If an individual team member can’t perform a task, then call on the strength of the other team members.

There is more creativity in a group than there is in an individual.

What is the extent of the decision-making authority of this team? The team and its members are empowered to act within this authority. If a team member is not certain of the authority parameters, then continue to ask until that certainty is attained. Power Within Group To Make Decisions © Associates For Professional Development, 2008

What is the extent of the decision-making authority of this team?

The team and its members are empowered to act within this authority.

If a team member is not certain of the authority parameters, then continue to ask until that certainty is attained.

The team takes the time to develop a set of processes that work well for them. Team members continue to evaluate these processes and adjust them as needed. Attention To Process & Content © Associates For Professional Development, 2008

The team takes the time to develop a set of processes that work well for them.

Team members continue to evaluate these processes and adjust them as needed.

Employee Survey Data I am involved (Mgrs: I involve employees) in decision making in my unit/department Employees 62.5% Managers 92.5% Gap – 30 points © Associates For Professional Development, 2008

I am involved (Mgrs: I involve employees) in decision making in my unit/department

Employees 62.5%

Managers 92.5%

Gap – 30 points

Employee Survey Data New ideas are welcomed in my department Employee Score 67.3 Manager Score 90.4 Gap 23.1 I can initiate action to change things that need to change © Associates For Professional Development, 2008

New ideas are welcomed in my department

Employee Score 67.3

Manager Score 90.4

Gap 23.1

Employee Survey Data I can initiate action to change things that need to change. Employee Score 58.6 Manager Score 87.5 Gap 28.9 © Associates For Professional Development, 2008

I can initiate action to change things that need to change.

Employee Score 58.6

Manager Score 87.5

Gap 28.9

Employee Survey Data I am free to express my thoughts and opinions in my work area. Employee Score 72.0 Manager Score 90.8 Gap 18.8 © Associates For Professional Development, 2008

I am free to express my thoughts and opinions in my work area.

Employee Score 72.0

Manager Score 90.8

Gap 18.8

How can managers enhance the “Team” experience for employees? © Associates For Professional Development, 2008

How can managers enhance the “Team” experience for employees?

Comments Questions Evaluation © Associates For Professional Development, 2008

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