the presentation is about what makes the difference between a team that performs and one that doesn’t?

1. By Jon R. Katzenbach and Douglas K. Smith

2. A GROUP OF PEOPLE WITH COMMON PURPOSE IS A TEAM

3. Shared leadership role
Individual and mutual accountability
Collective work products
Discusses, decides, and does real work
together
Individual work products
Discusses, decides, and delegates
Strong, clearly focused leader
Individual accountability
DIFFERENCE BETWEEN WORKING GROUP AND TEAMS
WORKING GROUPS TEAMS

4. TEAMS ESSENTIAL DISCIPLINE
CHARACTERISTICS
A meaningful
common
purpose that
the team has
helped shape
Specific
performance
goals that
flow from
the common
purpose
A mix of
complementary
skills
A strong
commitment
to how the
work gets
done
Mutual
accountability

5. Establish urgency, demand
performance standards & direction
FEW OBSERVED APPROACHES FOR BUILDING TEAM PERFORMANCES
Select members for skill and skill
potential, not personality
Set some clear rules of
behavior.
Pay particular attention to first
meetings and actions
Set and seize upon a few immediate
performance-oriented tasks & goals
Challenge the group regularly with
fresh facts and information.
Spend lots of time
together
Exploit the power of positive
feedback, recognition, and reward

6. Specific goals allow a team to achieve small wins as it
pursues its broader purpose. These small wins are
invaluable to building commitment and overcoming
the inevitable obstacles that get in the way of a long-
term purpose.
GOALS SKILLS
• Technical or functional expertise – should be
appropriate and diverse
• Problem Solving & decision making skills –
Problem and opportunity identification, evaluate
option and move forward
• Interpersonal skills – risk taking, active listening ,
recognizing the interest and achievement of
others
Dividing groups into smaller teams for better
execution and thus work can move faster
TEAM SIZE
FACTORS ON WHICH TEAM PERFORMANCE DEPENDS
You may have heard of Amazon CEO Jeff
Bezos’ famous “two pizza rule”—if a team
can’t be fed by two pizzas, that team is too
big.

7. TEAM THAT
RECOMMEND THINGS
TEAM THAT DO
THINGS
TEAM THAT RUN
THINGS
TEAM CLASSIFICATION & TYPE OF CHALLENGES THEY FACE
Issues:
• Getting off to a fast & constructive start.
• Dealing with ultimate handoff that’s
required to get recommendations
implemented
• Predetermined completion date.
Management Role:
• Form team with different skills and
influencing power.
• Remove obstacles and barriers and
improve cooperation.
Issues:
• How to build necessary system & power without
failing into trap of appearing to promote teams for
their own sake
Management Role:
• Teams should be given training, responsive for real
time needs.
Issues:
• Determining whether a real team approach is the
right one.
• Working in GROUP is PREFFERRED over TEAM
work
Management Role:
• If Top Management uses TEAMS to run things, it
should be made sure that the TEAM succeeds in
identifying specific purpose and goals.

8. “Every company faces specific
performance challenges for which teams
are the most practical and powerful
vehicle at top management’s disposal. The
critical role for senior managers, therefore,
is to worry about company performance
and the kinds of teams that can deliver it.
This means top management must
recognize a team’s unique potential to
deliver results, deploy teams strategically
when they are the best tool for the job, and
foster the basic discipline of teams that
will make them effective. By doing so, top
management creates the kind of
environment that enables team as well as
individual and organizational
performance
CO N C LU S I O N