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Leading high performance teams


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Leading high performance teams

  1. 1. 1© Life Cycle Institute© Life Cycle Institute Leading High Performance Teams
  2. 2. 2© Life Cycle Institute There is an “i” in “Team”… High performance teams are made up of high performance individuals.
  3. 3. 3© Life Cycle Institute 5 behaviors are common and consistent among high performance team leaders. 1 2 3 4 5 Share Goals Align Goals Measure Fairly Delegate Authority Recognize Results F I R ` $
  4. 4. 4© Life Cycle Institute Share Goals • Individuals learn, change and produce results  Individual behavior • Drive individual behavior • Include individuals in establishing team goals • Individuals then share the team goals • Leader can use Impact Maps to create direct line of sight  Individual behavior >>> Shared Goals F
  5. 5. 5© Life Cycle Institute Align Goals I • Align team goals with individual strengths and aspirations  Strengths – individual does naturally and has passion for it  Aspirations – individual wants to do and has passion for it • How can each individual contribute to the goal? • Seek ways to mitigate weakness, leverage strengths • Review these attributes often – strengths and aspirations change  Increased learning, change in lifestyle, change in life situation
  6. 6. 6© Life Cycle Institute Linking Business Outcomes Business Objectives Establish our organization as a state-wide leader in technical skills preparation Team Goals Increase enrollment by 10% in STEM courses Individual Goals Partner with area High Schools and PLTW programs to increase awareness of Community College technical programs Individual Behavior Create technical career path maps based on 2-year programs to share with local high-school career counselors Develop craftsman shortage presentation for local high schools and job placement organizations
  7. 7. 7© Life Cycle Institute Measure Fairly • Focus on individual impact on results • Include individual team members in process of creating measures • Responsibility and authority to impact measure • Individuals drive team performance R
  8. 8. 8© Life Cycle Institute Delegate Authority ` Give Orders s ss High Performance Leader Low Performance Boss Give autonomy u Micromanage Delegate to team v Do the job Tell “What” w Tell “How” Lead by asking questions x Give orders on how to execute
  9. 9. 9© Life Cycle Institute The Power of Full Engagement Jim Loehr and Tony Schwartz Old Paradigm New Paradigm Manage Time Manage Energy Avoid Stress Seek Stress Life is a marathon Life is a series of sprints Rewards fuel performance Purpose fuels performance Self-discipline rules Rituals rule The Power of Positive Thinking The Power of Full Engagement
  10. 10. 10© Life Cycle Institute Recognize Results $ • Team, group and individual results • Frequent communication – as often as weekly  Written  Verbal • Celebrating individuals – specific impact on team goals • Pay team performers  If 20% perform 80%, should be paid proportionately
  11. 11. 11© Life Cycle Institute Performer Needs/Rewards/Recognition Performance Needs Rewards High Performers Individual attention Team-based rewards Individual recognition Rewards for specific contributions Solid Performers Support Removal of barriers Team, performance-based rewards Team recognition Low Performers Individual help Low or no rewards based upon ongoing discussions of performance issues
  12. 12. 12© Life Cycle Institute Recap – 5 Common Behaviors Leading a High Performance Team 1 2 3 4 5 Share Goals Driving individual behaviors to develop shared goals. These then become the goals shared across the team or team goals. Align Goals Align the organizational goals with individual’s strengths and aspirations. Review goals often; these change with increased knowledge, lifestyle & life changes. Measure Fairly Focus on measures that individuals can impact. Seek input from individuals on setting the measures, creating their responsibility for impacting results. Delegate Authority Don’t: Micromanage, do the job, tell “how”, give orders Do: Delegate, empower, tell “what”, lead and mentor through questions Recognize Results Team results and individual results. Frequent communication - written or verbal acknowledgement of achievements and contribution to group success. Compensate star performers.
  13. 13. 13© Life Cycle Institute 800-556-9589 The Life Cycle Institute is the learning, leadership and change management practice at Life Cycle Engineering.