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Leading World Class Teams
 

Leading World Class Teams

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How do the best perfoming teams operate? What makes them outperform normal teams?

How do the best perfoming teams operate? What makes them outperform normal teams?

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  • Dear Tony,
    It is a very good presentation and it will be good slides that I must have. Appreciate if you can share this slides to me, mubarak_my@yahoo.com.

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    I too, would be gratefull to have the slideset. Great stuff. niels.j.hansen@gmail.com
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    would it be possible to send me this fantastic presentation by email?
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    Leading World Class Teams Leading World Class Teams Presentation Transcript

    • Leading World Class Teams
    • Module Introduction
      • High Performance Teams
      • Exercise
      • Key Elements
      • Draw Conclusions
    • Icebreaker
    • Work Group v Team Work Group Team Linear Results Exponential Results
    • The Team Performance Curve Working Group Pseudo-team Potential team Real team High-performance team Performance impact Team Effectiveness (Time required)
    • Performance Indicator 1 Incremental performance need or opportunity  ?    High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 2 Members perform within their area of responsibility  ?  ?  High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 3 Focused on collective performance & trying to achieve it      High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 4 Interactions detract from each member’s individual performance  ?    High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 6 Joint work products      High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Collective Work Products Individual Work Products Collective Work Products Linear Results Exponential Results
    • Performance Indicator 7 Collective accountability established     ? High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 8 Committed to a common purpose, goals & working approach     ? High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Performance Indicator 9 Deeply committed to each other’s personal growth & success      High Performance Team Real Team Potential Team Pseudo-Team Working Groups
    • Shared Leadership Formal Leadership Informal Leadership = Leadership Function
    • What We Put Into A Team Specific goals Common approach Meaningful purpose Specific goals Common approach Meaningful purpose Problem Solving Technical/ Function Interpersonal Mutual Small number Of people Individual Skills Accountability Performance Results Personal Growth Collective work products Commitment Problem Solving Technical/ Function Interpersonal Mutual (Small number Of people) Individual
    • What We Get Out Of A Team Specific goals Common approach Meaningful purpose Problem Solving Technical/ Function Interpersonal Mutual Small number Of people Individual Skills Commitment Accountability Performance Results Personal Growth Collective work products Collective work Products Personal Growth Performance Results
    • Exercise – Introduction
      • Teams of 5/6
      • Individual review (GRIP)
      • Team review
      • Team selection
      • Team presentation
      • Debriefing
      Best Team – Worst Team
    • The Grip Tool 12. Work & communication optimized 11. Processes – modeled & rehearsed 10. Work organized to meet goals Processes P 9. Everyone's needs met 8. Conflict – open & constructive 7. Trust & openness Interpersonal Relations I 6. Decisions based on expertise 5. Everyone knows their roles 4. Resources – sufficient & optimized Resources Roles Decisions R 3. Shared leadership 2. Understood & committed to by all 1. Specific outcomes Goals G
    • The Grip Tool Outcome Activity Shared Understood Committed to Specific Outcomes leadership 3. Shared leadership 2. Understood & committed to by all 1. Specific outcomes Goals G
    • The Grip Tool Resources – sufficient Decisions Everyone knows Resources – optimized Their roles Expertise 6. Decisions based on expertise 5. Everyone knows their roles 4. Resources – sufficient & optimized Resources Roles Decisions R
    • The Grip Tool Needs Conflict – open constructive Trust openness Met 9. Everyone's needs met 8. Conflict – open & constructive 7. Trust & openness Interpersonal Relations I
    • The Grip Tool Modeled Organized Optimized 12. Work & communication optimized 11. Processes – modeled & rehearsed 10. Work organized to meet goals Processes P
    • Hook Phrase
      • A “catchy” phrase
        • Simple
        • Memorable
        • Positive
        • Some benefit?
        • Rhyming?
    • Exercise Best Team - Worst Team Presentation Debrief
    • Critical Team Elements What are the critical elements that help shape world class teams?
    • Small In Number
      • Convene easily and frequently?
      • Communicate with all members?
      • Discussions open and interactive?
      • All understand roles & skills of others?
      • Do we need more people?
      • Are sub-teams needed ?
    • Represented Skills
      • Are all three skills represented?
        • Functional/technical
        • Problem-solving/decision-making
        • Interpersonal
      • Skill potential adequate for team's goals?
      • Critical skills missing or underrepresented?
      • Will team invest time to develop skills?
      • Introduce new skills as needed?
    • Broader Meaningful Purpose
      • Deeper aspiration?
      • Is it a team purpose?
      • Is it clear?
      • Meaningful themes?
      • Is it important?
    • Specific Performance Goals
      • Clear, simple, and measurable?
      • Realistic & ambitious?
      • Allow small wins?
      • Relate to team work-products?
      • Relative importance clear?
      • Agreed to by all members
      • Goals articulated uniformly
    • Goal Setting In Teams Goal Setting Focus on outcomes not activities Choose good measures of success
      • Quantitative
      • Leading
      • Time based
      Provide Good stretch
      • Too little?
      • Too much?
      Link to goals of others For synergy Outcome Activity
    • Working Approach
      • Clear, understood & agreed to?
      • Will it result in objectives?
      • In line members’ skills?
      • All members contribute fairly?
      • Consistent with other demands?
      • Does it provide for
        • Open interaction
        • Fact-based problem solving
        • Results-based evaluation?
    • Individual & Joint Accountability
      • Individually and jointly accountable
        • Purpose, Goals, Approach, Work-products?
      • How do you measure progress?
      • Do all members feel responsible?
      • Clear on single & joint responsibilities?
      • “ Only the team can fail”?
    • The End