In this knowledge-based economy, every developing country has to facilitate the fast growth of high performing faculty teams for creating industry-specific faculty teams for providing assistance to the industries, developing industry ready graduates, etc. This set of PPTs suggest effective methods for achieving excellence through a proven development process.

1. Developing High Performing
Faculty Teams
V.Thanikachalam,
B.E.,
M.Tech., Ph.D., M.S., FIG., FIE
(vthani2025@gmail.com)

2. Who developed high performing
teams?
MIT, Boston, USA An Engineering College, India

3. High Performing Herd in search of
food and water!

4. Context
• Institutes need high performing teams for:
- Creating centers of excellence
- Establishing consultancy center
- Bidding and undertaking complex sponsored
research and development projects
- Establishing curriculum development center
- Developing interdisciplinary curricula to
meet the emerging needs of the industries
- Establishing continuing education center

5. Process
• High performance faculty teams are to be selected
with a mission
• Mission is to be expressed in the form of a written
charter
• It is to solve problems and achieve goals
• Collective brainpower of a team would far exceed
the ability of any executive
• Teams are to be self-directed and empowered
• To be motivated by a challenge of achieving
dramatic results within a short time-frame
• Teams have to thrash and churn during the early
stages of development
• 75% of the real work of a team would be
accomplished during the last 25 % of the time
allotted

6. High Flying Pilots (Trained and
disciplined team of pilots)

7. Typical activities for a High
Performing Teams
• Getting the approval from UGC for deemed
university status
• Establishing interdisciplinary PhD programs in
engineering and technology
• Establishing a Center for undertaking sponsored
programs under International Development
Agencies (IDAs)
• Establishing networked postgraduate programs
in engineering and technology
• Establishing an Innovation Center

8. Goal ? Dynamism! Few seconds only
for replacing the tires.

9. Team Charter
• Defines the task, scope and boundaries in
which the team would operate
• Charter is the team’s license to operate
• Institutional leaders normally create the
team charter
• Two or more individuals, a common team
goal, resources, time, space, funds which
are needed to accomplish are to be
granted.

10. Team Charter ? Winning!

11. Behaviors
• High performance faculty teams learn
and demonstrate excellent behaviors
• These characteristics represent the
essential elements of high performance
teams
• Teams are formed to either make
decisions or implement decisions
• Teams are made up of experts who
provide a variety of expertise and
experience

12. Behaviors? Excellence in
performance!

13. Selection of Team Members for
Implementation
• Represent an area of influence or
authority needed to achieve a successful
implementation
• Decide how change is to occur
• Responsible for implementing the change
• Leaders and influencers in the
organization
• Possess varied backgrounds and
experience

14. Expected Performance? Winning !

15. Expected Performance
• Achieve significant academic goal
• Achieve dramatic improvements within the
processes
• Starting point : Getting approval for deemed
university
• End point: planning many high end graduate and
post graduate programs and innovative research
projects
• Process owner: coordinates the team activities
• Communication interface with the organizational
world beyond the team
• Team building involves trust, respect and support
• Team members need to be coached, trusted and
supported.

16. Expected Performance ? Growth!

17. Generate the Team Goal
• Facilitate the group to ensure clearly and
accountability to the team’s goal so that
the team members are clear of what
success looks like and empowered to
achieve it.
• Focus the team on achieving results by
setting explicit objectives

18. Goal ? Success!

19. Develop Critical Success Factors
(CSF)
• Develop critical success factors which will
ensure the team to adopt vital framework
to achieve their goals and break through
any existing or new barriers that would
prevent from achievement

20. Critical Success Factors ?

21. Share the Leadership and
Accountability
• Inspire the team members to take full
ownership for achieving the team’s goal with
the assigned resources, proposing solutions
and provide coaching and mentoring where
needed to address performance issues.
• Be authentic, work to your own strengths
and capitalize on the talents of the team
members.
• Periodically get feedback on your leadership
so that you can adjust to get the most from
each team member

22. Build Strong Team

23. Build Strong Relationship
• Plan focused team building events that
ensure team members recognize what
effective teams look like and the team
behaviors for high performance.
• Encourage periodic get- together to ensure
team spirit
• For virtual teams insert the social element
into your conference calls with a simple ice
breaker question.
• Teams do not have to be friends, but there
does need to be mutual respect and trust for
high performance levels.

24. Focused Communication

25. Establish Focused Communication
and Review
• Ensure the team regularly review
progress against their goals and make the
vital adjustments to ensure success.
• Get detailed progress reports
• Highlight the innovations

26. Focused Communication

27. Recognize Key Milestones and
Celebrate Success
• Put the success in the newsletter
• Include in the annual report
• Give citation
• Present a memento
• Put in the newspaper
• Recognize efforts and successful results
in the most appropriate way to maintain
high performance levels

28. Coaching for Success

29. Coaching
• Members need to be coached
• To be trusted
• To be supported
• To be helped
• To be encouraged
• To be assisted

30. Conscious of Quality

31. Conscious of Quality
• Strive to improve the quality of the team
work
• Quality of the team work
• Have one or more coaches
• Teach team building behavior
• Provide guidance and training

32. Team Approach?

33. Team Members
• Team members are expected to learn as
they work together
• Teams normally experience a shortage of
resources and expertise
• Scope of work of a team would demand
the contribution of external experts
• Designed resources are to be made
available

34. Develop Diverse Team
• Invite faculty who have different strengths
and closely aligned to the institute’s
functions, students, industry clients and
other stakeholders.
• The more diverse the team, the more they
are likely to be strong in achieving the vision
and mission of the institute.
• Motivation is likely to remain consistently
high where team members can focus the
majority of their expertise in areas they are
working.

35. Cohesive Team!

36. Cohesiveness
• The extent to which team members stick together and remain
united in the pursuit of a common goal
• The members possess bonds linking them to one another and to
the team as a whole
• Highly cohesive team focus on the process, not on the person
• Respect everyone on the team
• Assume good motives
• Fully commit team decisions and strategies
• Create accountability among the team
• Exhibit high morale
• Maintain very good communication and friendly team
environment, loyalty
• Contribute to the decision making process
• Bring successful program strategies
• More committed for goals and activities
• Feel part of something significant
• Increase self-esteem

37. Cohesiveness to Performance

38. Cohesiveness to Performance
• Highly cohesive teams
• Increased self-esteem
• Increased morale
• Increased performance

39. Cohesiveness in Performance

40. Ideal Team
• An ideal team combines individual talents
and skills into one super performing- whole
with capabilities that surpass those of even
its most talented member
• Achieves greater levels of participation and
collaboration
• Members trust one another, share a strong
sense of team identy, and have more
confidence in their abilities and effectiveness
• Possess high levels of team emotional
intelligence

41. Ideal team in search of food and
climate? Fly together thousands of
miles!

42. Emotional Intelligence
• Defined as encompassing the awareness
and understanding of emotions
• Incorporates the application of its
understanding to decision making,
regulation, and self-management
• Has a positive impact on teamwork by
making the team more cohesive

43. Building Emotionally Intelligence
Team

44. Building an Emotionally Intelligent
(EI) Team
• Developing emotional competence for the
group as a whole
• Established norms that strengthen trust,
group identity and efficiency
• Results in full cooperation among the
team members
• Contributes more creatively in furthering
the team’s work

45. Building Team’s EI

46. Vanessa Druskat and Stephen Wolf
Suggests
• Building team’s EI
- Allot time for team members to
appreciate each other’s skills
- Raise and manage emotional concerns
that can help or encumber the team’s
progress
- Celebrate success

47. Organizational Commitment
• Provide perceived team support (PTS)
and perceived organizational support
(POS)
• PTS – degree to which faculty believe that
the team values their contribution and
cares for well-being
• POS- the extent to which employees
believe that the organization values their
contribution and cares about their well-
being

48. Focus on Long-term Achievement

49. Focus on Long-term Achievement
• The whole team’s energy and drive is
focused on achieving their goal.
• Facilitate their contribution fits into the
overall “big picture”
• Institute’s vision in the long- term

50. Important Factors in Team
Development
• A clear set of objectives, communicated explicitly
by management
• Metrics allowing team members to evaluate their
performance and the connection between the
work of the team and key business indicators
• Ongoing training
• Decision- making authority necessary to reach
institutional goals
• Team-based rewards and appraisals, not only
individual incentives
• An open culture with easy access to relevant
information and to senior management as
needed

51. Cohesiveness
• A measure of the attraction of members
and the camaraderie among members
• A measure of the resistance to leaving it
• Enables the team be more cooperative
and effective in achieving goals they set
for themselves
• Lack of cohesion within a team working
environment is certain to affect team
performance due to unnecessary stress
and tension among coworkers

52. High Performance Team

53. Tools for Creating High Performance
Teams
• Faculty need to feel safe in the institution
- Physically, emotionally and psychology
safe
- Their intellectual contributions should be
protected
- Their leadership has be respected
- They should not be displaced from the
projects

54. Tools …
• Faculty need to feel that they belong to
something that matters
- Naturally seek out something bigger than
themselves
- Institution care fulfill this deep, human need by
creating a workplace where faculty are inspired
by the work institute do
- Can see how their work is tied to the big picture
- When inducting new team members, pay close
attention to whether or not a person would be a
good fit for team culture
- If a faculty don’t feel that they fit in, they would
quickly become disengaged

55. Tools ! Appreciation ? Sharing the
successful launch of the satellite!

56. Tools …
• Faculty need to be appreciated frequently
and authentically
- Faculty need to be appreciated for the
successes they accomplish, for the ability to
display emotional mastery, and their award
winning ideas
- Leaders of the most successful teams create
a culture of inviting faculty doing well in all
three of these areas and they make it a point
to offer some type of specific, genuine praise
whenever they accomplish

57. Appreciation and Accountability

58. Tools…
• Appreciation needs to be combined with
accountability
- Talented faculty don’t want to be on a mediocre team
- Appreciation is vital for creating culture of
excellence, but so is accountability
- Every member on a team needs to be clear
expectations set forth and know who is accountable
for what
- Winning teams create a sense of mutual
accountability
- Have systems in place to regularly measure progress
towards goals and determine what the team can do to
ensure goals are met.

59. Tools…
• Goals need to binary
- Ambiguity will result in mediocrity
- High performing teams set very specific,
binary goals.
- A binary goal is either achieved, or it isn’t
- There is no ambiguity or subjectivity
- Binary goals reduce personal conflicts
- Fix a clear goal and check its achievement

60. Tools…
• Create more excellent performers
- All faculty need to be coached and
mentored
- Support and elevate marginal performers

61. Review and Learn

62. Review and Learn
• Review each major team experience and
share these across the institute.
• Record the output
• Review prior to any team coming together
• Include questions like “ what contributed
most to our team outcome ?” and “ what
could we do differently next time?”

63. Review the Characteristics of the
Team
• Help predict the likely success at
becoming a high performance team
• Does the team has clear purpose and
focus on long-term achievement ?
• Do they have clearly aligned team roles?
• Do they have shared leadership and
accountability?
• Do they have clear open lines of
communication?

64. Review the Characteristics of the
Team

65. Review the Characteristics of the
Team…
• Whether team behaviors focused on
results?
• Whether there is utilization and respect
of team members’ talents?
• Whether there is implicit trust between
team members ?
• Whether the conflict is effectively
managed?
• Whether there is regular evaluation of the
team’s output and effectiveness?

66. Characteristics of the Team?
Celebration based on the outstanding
performance!

67. Review the Characteristics of the
Team…
• Whether there is shared recognition of
team’s success?
• Whether the team quickly adapts to change?
• Whether team members unquestionably
stand up to represent the team at different
occasions and events?
• Do they acquire focused/ specific support
and assistance to achieve their goals?
• Do they have clear, cohesive team identity?

68. Review ?

69. Successful Team Work !

70. We Need High Performing Teams!

71. Your Questions, Please