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Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
Teaming Workshops
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Teaming Workshops

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How to create high performance teams

How to create high performance teams

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  • Turn your instincts off. Be vulnerable. Take risks.Build trust. Shared experiences, credibility. In-depth.It is a amazing how much we don’t know about one another.
  • Gain team leaders go first to show real vulnerability. Must be geniune.
  • Behavioural description of team members. Non judgemental. Basis in research.
  • Should be encourage it
  • Good for the team growth. By engaging in productive communication and debate the team can confidently buyin knowing they have heard everyone’s ideas. Make decisions without the perfect data all the time.
  • No one isharbouring doubt.
  • Transcript

    • 1. Teaming workshops<br />Facilitator: Danielle MacInnis<br />
    • 2. Why Dan?<br />Been part of large and small teams – HP corporate team to start up organisations<br />High emotional intelligence, secure, expert facilitator<br />Number of roles, sales, marketing, HR, training<br />Personality traits: honest, transparent, fair, intelligent, great team builder<br />Why facilitator?<br />Keep focus on the team goals<br />Move the discussion, facilitate active learning<br />Give permission to challenge<br />Call out unproductive behaviours<br />Danielle MacInnis<br />
    • 3. Why do teams fail?<br />Many reasons, too many to list them all<br />Personal agendas become more important than team effort<br />Insecurities and self-protected-ness create defensive posturing by team members<br />Lack of a compelling vision by team members that all can agree is more important than their own agendas<br />Failure to communicate <br />Many, many more reasons<br />
    • 4. Team behaviours<br />
    • 5. “The Five Dysfunctions of a Team” <br />By Patrick Lencioni<br />Lack of TRUST<br />INVULNERABILITY<br />
    • 6. Trust means team mates get comfortable being vulnerable with one another<br />Opening yourself up. <br />Showing your weaknesses<br />Developmental opportunities<br />Mistakes, skill deficiencies<br />Interpersonal communication skills<br />Requests for help<br />Source: The Five Dysfunctions of a team – Patrick Lencioni<br />Behaviour 1. Trust – confidence that the intensions of the team members are good and there is no reason to be protective or careful around the group. <br />
    • 7. Assess your team.<br />Step 1. Assessment – Get a baseline. This requires a level of transparency and trust as well as vulnerability to go through this process.<br />Team assessment online survey as a leadership team<br />Or another team MBTI survey tool<br />Team exercise 1.<br />
    • 8. Activity: go around the room and get everyone to answer these questions for the group.<br />Describe these experiences for us? <br />Number of sibilings<br />Home town<br />Unique challenges of childhood<br />Favorite hobby<br />First job<br />Worst job<br />Source: The Five Dysfunctions of a team – Patrick Lencioni<br />Behaviour 1. Personal History ExerciseMinimum time 30 mins<br />
    • 9. Single most important contribution that each of your team mates makes to the team.<br />Also the area that they must improve upon or eliminate for the good of the team.<br />Begin with one person at a time being with the leader.<br />Team effectiveness exercise –60 minutes<br />
    • 10. Myer Briggs - personality insights<br />http://www.humanmetrics.com/cgi-win/JTypes2.asp<br />Skillset and Mindset – strengths and developmental opportunities<br />http://www.liveinthetwo.com/?cid=ad140&source=INTWCA140<br />RDNA – Relationship Diagnostic Tool <br />http://fg.qualtrics.com/SE/?SID=SV_77pFnQ0XZIlcHju&SVID=Prod<br />(I am qualified to interpret Myer Briggs and 360 surveys with a company called PDI)<br />Profile tools – 1 hr per person<br />
    • 11. Remove it from performance elevation.<br />Identify strengths and weaknesses<br />Give people some feedback and insight to grow.<br />360 vendor<br />360 program feedback<br />
    • 12. “The Five Dysfunctions of a Team” <br />By Patrick Lencioni<br />Fear of CONFLICT<br />Artificial Harmony<br />Lack of TRUST<br />INVULNERABILITY<br />
    • 13. Productive debate<br />Concepts and ideas not personality attacks.<br />Be solution in the shortest time.<br />If it is avoided don’t open up this often goes to back stabbing. They revisit issues again and again.<br />Behaviour 2.Fear of conflict<br />
    • 14. 10<br />yield<br />resolve<br />Issue<br />1<br />10<br />win<br />withdraw<br />1<br />Relationship<br />
    • 15. Acknowledge that conflict is positive<br />Minding – minder of conflict. Someone who extracts issues that are sensitive and force members to work through them. (objectivity and to stay with it till the issues is resolved).<br />Coach one another not to retreat from debate. Remind them to the goal.<br />Use personality tools to anticipate responses to conflict.<br />TKI Thomas Kilmman Conflict tool is the world’s best-selling assessment for understanding how different conflict-handling styles affect interpersonal and group dynamics.<br />Engaging in healthy conflict<br />
    • 16. Have lively, interesting meetings<br />Extract and exploit the ideas of all team members<br />Solve real problems quickly<br />Minimize politics<br />Put critical topics on table for discussion<br />Healthy conflict in teams..<br />
    • 17. “The Five Dysfunctions of a Team” <br />By Patrick Lencioni<br />Lack of COMMITMENT<br />Ambiguity<br />Fear of CONFLICT<br />Artificial Harmony<br />Lack of TRUST<br />INVULNERABILITY<br />
    • 18. Clarity and buy in. (everyone in the team)<br />Everyone’s ideas are considered and heard<br />Leader is allowed to make the call<br />Certainty – A decision is better than no decision. Not clear decisions this creates discord.<br />Are we all on the same page. Which decisions should be confidential and which should be shared.<br />Deadlines – clear times and honoring these.<br />Okay to make decisions that are wrong.<br />Behaviour 3. Lack of Commitment<br />
    • 19. Two Dangers to Avoid<br />Going with the consensus of the strong leaders instead of mining out disagreements<br />Waiting until the perfect moment for the perfect decision<br />“A good plan today is better than a perfect plan tomorrow.”<br />Healthy teams unite around the decision even if later it is proven to be wrong<br />
    • 20. “The Five Dysfunctions of a Team” <br />By Patrick Lencioni<br />Avoidance of ACCOUNTABILITY<br />Low Standards<br />Lack of COMMITMENT<br />Ambiguity<br />Fear of CONFLICT<br />Artificial Harmony<br />Lack of TRUST<br />INVULNERABILITY<br />
    • 21. Willing to call out performance or behaviours that might hurt the team.<br />Avoidance of difficult conversations<br />Regularly communicate on how the team is going<br />Publication of goals and behavioural standards<br />Sharing role descriptions<br />List of teaming guidelines- accountability is a shared team responsibility<br />Team rewards – team accountability<br />Behaviour 4. Avoidance of Accountability<br />
    • 22. Ideas<br />Ambiguity is the enemy of accountability<br />Clearly publish exactly what the team needs to do to succeed<br />And what every member needs to do to succeed<br />Clearly publish a set of behavior standards<br />
    • 23. “The Five Dysfunctions of a Team” <br />By Patrick Lencioni<br />Status and Ego<br />Inattention to RESULTS<br />Avoidance of ACCOUNTABILITY<br />Low Standards<br />Lack of COMMITMENT<br />Ambiguity<br />Fear of CONFLICT<br />Artificial Harmony<br />Lack of TRUST<br />INVULNERABILITY<br />
    • 24. Own needs or collective results<br />Individual Status – their mission is more important than the team<br />Retain achievement-oriented members<br />Minimize disruptive individualism<br />Enjoy success and suffer failure acutely<br />Benefit true team players<br />Avoid distractions<br />Behaviour 5. Inattention to results<br />
    • 25. High standards<br />Clarity<br />Genuine harmony<br />Vulnerability<br />
    • 26. Build your own team rules<br />
    • 27. Jack Welch’s team rules<br /><ul><li>Be yourself, be authentic, be real
    • 28. Create an atmosphere of candour
    • 29. Disagree without fear
    • 30. Positive energy
    • 31. Cheery and collaborative
    • 32. Self confidence and humility
    • 33. Relicense – own your mistakes, move on
    • 34. See around corners –use your initiative, motivate change (Steve Jobs)</li></li></ul><li>Sources<br />http://www.Keith Ferrazzi.com<br />Patrick Lencioni_ The 5 dysfunctions of a Team<br />Marcus Buckingham<br />https://www.stephencovey.com/<br />Jack Welch<br />
    • 35. Danielle MacInnis<br />Marketing Consultant<br />Mob: 0400 507 037<br />Email<br />Blog<br />Web<br />MacInnis Marketing<br />

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