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How to Build, Lead and Sustain a High Performance Team
Our Goal for today… ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Not just business… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What does this mean to me? How can I use this idea? What can I do right away? Do not look for what won’t work…  look for what could work, what might work, what you can make work.
Who is your “customer”
74% 23,000,000
88%
Top high-potential employees… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Credibility ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
4-Level Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object]
Power is  NOT  Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Key Decision Making Factors
Respectful ,[object Object],[object Object],[object Object],[object Object],[object Object]
Culture Counts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Approachable ,[object Object],[object Object],[object Object],[object Object],[object Object]
Skills Cheerleader Director Teacher Coach HIGH LOW LOW HIGH Motivation Situational Leadership
Highly Professional ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Team Workshop ,[object Object],[object Object]
Ground Rules for a Professional Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GE leaders, always with unyielding integrity:
10 – 15 %
TEAM   PLAYER
What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments.  Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
Why you need to be an expert at  collaboration and teamwork: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Anne Mulcahy CEO of Xerox and the third most powerful woman in the world! ,[object Object],[object Object],[object Object],[object Object]
Typical ways that team members violate the team leader’s expectations: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Typical ways that team leaders violate  team members’ expectations: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
A Vivid  Shared  Vision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Clear  Measurable  Goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competence  +  Diversity ,[object Object],Individual greatness…leading to team excellence
Solid Work Ethic ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Team  Trust ,[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
A high-functioning team has: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],1 - 10
Personal Philosophy of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET  D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
Study of most important leadership skills 7,000+ managers from 1,600 large organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],From: Getting Results by Longenecker and Simoneti
[object Object],[object Object],[object Object],[object Object]
Ideal Team Leader Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Workshop ,[object Object],[object Object]
Sergeants… ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object]
However… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What  I see… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cannot be us vs. them!!!!!!! You both want the same thing.
T HANK  Y OU ! Don’t forget to go check out my blog:  www.johnspence.com My email address is:  [email_address]

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City of Miami Gardens Police Sergeants

  • 1. How to Build, Lead and Sustain a High Performance Team
  • 2.
  • 3.  
  • 4.
  • 5. What does this mean to me? How can I use this idea? What can I do right away? Do not look for what won’t work… look for what could work, what might work, what you can make work.
  • 6. Who is your “customer”
  • 8. 88%
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18. Skills Cheerleader Director Teacher Coach HIGH LOW LOW HIGH Motivation Situational Leadership
  • 19.
  • 20.
  • 21.
  • 22. Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
  • 23.
  • 25. TEAM PLAYER
  • 26. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
  • 27.
  • 28.
  • 29.
  • 30.
  • 31. Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
  • 39.
  • 40.
  • 41. Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
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  • 52. T HANK Y OU ! Don’t forget to go check out my blog: www.johnspence.com My email address is: [email_address]