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High Performance Teams 09
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High Performance Teams 09

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  • 1. Building High Performance Teams
  • 2. If you depend on yourself to be the only leader, you will find it physically and emotionally impossible. Your top team must be a group of people you completely trust. You can’t be the only one concerned with this issues of growth. ---Jana Matthews-- Building an Awesome Organization
  • 3. Because teams are made up of imperfect human beings, they are inherently dysfunctional. Building “team” comes down to mastering a set of behaviors that are theoretically uncomplicated but extremely difficult to put into practice everyday. Patrick Lencioni- The Five Dysfunction's of a Team
  • 4. Ponder this: Think of one “real world” example when you were part of a winning “TEAM”. What were the critical elements of its success? Was there ever internal conflict? If so-- how did the team handle it? Did the various team members trust each other? How was that exhibited?
  • 5. The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust P. Lencioni
  • 6. Red Flags You have a poorly functioning team if: Top team members are focused solely on running their own departments and have little appreciation of other departments People get inconsistent messages from top team members Difficult to achieve consensus among top team Top team members complain that they do not get enough time with you or you with them Your team members are still coming to you for decisions Top team members “don’t have time for meetings” People believe that leadership is constantly changing directions Big decisions are announced but rationale is not explained
  • 7. Team Discussion Take Survey that the facilitator has for you. Note which area(s) are most troublesome to you? Initial your trouble area on the white board grid.
  • 8. I. Absence of Trust Trust lies at the heart of a functioning, cohesive team. Without it, teamwork is all but impossible. Enables team members to feel that their peer’s intentions are good and there is no reason to be protective. Vunerablilities: Weakness, skill deficiencies, interpersonal shortcomings, mistake and requests from help . Problems stem from unwillingness to be “vulnerable” within the group Problem is: We have been taught to be competitive and protective of our reputations.
  • 9. What happens when there is an Absence of Trust ? People: Conceal their weakness and mistakes from one another Hesitate to ask for help or provide constructive feedback Hesitate to offer help outside their own responsibility Jump to conclusions about the intentions and aptitudes of other without attempting to clarify them Fail to recognize and tap into one another’s skills and experiences Hold grudges Dread meetings and find reasons to avoid spending time together.
  • 10. Trust Assessment Score
  • 11. Strategies to Eliminate: Absence of Trust Identify and discuss individual strengths and weaknesses Spend considerable time in face to face meetings and working sessions Admit weaknesses and mistakes and ask for help Accept questions and input about your area of responsibility Take risks in offering feedback and assistance Appreciate and tap into one anothers skills and experiences Offer and accept apologies without hesitation Look forward to meetings and other opportunities to work as a group
  • 12. II. Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict. By building trust-- the team do not hesitate to engage in passionate debate without punishment. Purpose is to produce the best possible solution. It is not--- Destructive fighting or interpersonal politics.
  • 13. Teams that avoid Conflict Have boring meetings Create environments where back channel politics and personal attacks thrive Ignore controversial topics that are critical to team success Fail to tap into all the opinions and perspectives of team meetings Waste valuable time
  • 14. Conflict Assessment Score
  • 15. Strategies to overcome: Fear of Conflict Acknowledge that conflict is required for productive meetings Establish common ground rules for engaging in conflict Understand individual team members natural conflict styles Coach one another not to retreat from conflict Productive Conflict leads to commitment
  • 16. III. Lack of Commitment The lack of clarity or buy in that prevents team members from making decisions they will stick to. Cause number one: Consensus Great teams achieve buy in even when complete agreement is impossible All views are considered but they rally around the decision made by group Impasses are resolved by leader Cause number two: Certainty A decision is better than no decision Paralysis by analysis destroys team confidence Conflict releases the group genius
  • 17. Teams with a Lack of Commitment Create ambiguity among the team about direction and priorities Watch windows of opportunity close due to excessive analysis and delay Breed lack of confidence and fear of failure Revisits discussions and decisions again and again Encourage second-guessing among team members
  • 18. Commitment Assessment Score
  • 19. ATeam that Commits Creates clarity around direction and priorities Aligns the entire team around common objectives Develops an ability to learn from mistakes Takes advantage of opportunities before competitors do Moves forward without hesitation Changes direction without hesitation or guilt
  • 20. Strategies to build a Team that Commits Review Commitments at the end of each meeting to ensure all team members are aligned. Cascading Messages--agreement on what was said and what needs to be communicated. Establish Deadlines and honor them Adopt a “disagree and commit” mentality-- make sure that all team members are committed regardless of initial disagreements
  • 21. IV. Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. Great teams hold one another accountable--thus demonstrating respect and have high expectations Teams must have a strong sense of what is expected.
  • 22. ATeam that avoids Accountability Create Resentment among team members who have different standards of performance Encourages mediocrity Miss deadlines and deliverables Places an undue burden on the team leader as the sole source of discipline
  • 23. ATeam that holds one another Accountable Ensures that poor performers feel pressure to improve Identifies potential problems quickly by questioning one another’s approaches without hesitation Establishes respect among team members who are held to same high standards Avoids excessive bureaucracy around performance management and corrective action.
  • 24. Accountability Score
  • 25. Strategies for overcoming Avoidance of Accountability Adherence to a few classic managerial tools Publication of goals and standards Clearly communicate goals and standards of behavior. The enemy of accountability is ambiguity Regularly discuss performance verses goals and standards Simple and regular progress reports A little structure is key Team members should regularly communicate with each Team Rewards Shift away from individual rewards-- (encourages the team to act.)
  • 26. V. Inattention to Results Pursuit of individual goals and personal status erodes the focus on collective success. Team stagnates / fails to grow Rarely defeat competitors Loses achievement-oriented employees Encourages team members to focus on their own career and individual goals Team is easily distracted
  • 27. Inattention to Results Score
  • 28. Strategies for Overcoming: Inattention to Results Teams should focus is on Collective results Retain achievement-oriented employees Minimize individualistic behavior Results: Benefit from individuals who subjugate their own goals/ interest for the good of the team Avoids distraction
  • 29. The Leaders Role One: Building Trust Demonstrate Vulnerability First Risk losing face Do not punish vulnerability Be genuine Two: Reduce Fear Of Conflict Avoid protecting team members Mine for conflict Do not take conflict off line Adherence to schedule
  • 30. The Leaders Role Three: Expect Commitment Be comfortable with prospect of a decision that could turn out wrong. Constantly push for group closure around issues Adhere to set schedules Four: Enhance Accountability Allow team dynamics to work Serve as the ultimate arbiter of discipline if the team fails Five: Focus on Results Set the tone for results focus Be selfless and objective Reserve rewards and recognition for those who make real contributions to team goals.