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Characteristics Of High Performance Teams

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Presentation on the development of high performance teams

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Characteristics Of High Performance Teams

  1. 1. Characteristics of High Performance Teams Beverly Bradstock Tom Desch © Associates For Professional Development, 2008
  2. 2. Characteristics of High Performance Teams © 2006 Associates for Professional Development © 2007 Associates for Professional Development Attention To Process & Content Power Within Group To Make Decisions Foster Creativity Constructive Conflict Resolution Mutual Trust Respect For Differences Interaction And Involvement Of All Members Open Communication Working Toward Common Goals Flexible Leadership Personal Growth Plan Maintenance Of Individual Self-Esteem Communication Contribution Group Process Interaction
  3. 3. Communication <ul><li>Working Toward Common Goals </li></ul><ul><li>Open Communication </li></ul><ul><li>Interaction And Involvement Of All Members </li></ul>© Associates For Professional Development, 2008
  4. 4. <ul><li>All team members are aware of and committed to the goals of the team. </li></ul><ul><li>Team members share in the development of those goals. </li></ul><ul><li>The team has goals for its own development. These are as important as the goals for the customer. </li></ul>Working Toward Common Goals © Associates For Professional Development, 2008
  5. 5. <ul><li>Barriers to communication are low. </li></ul><ul><li>Commitment to honesty is high. </li></ul><ul><li>Active listening is the norm. </li></ul><ul><li>Team members are encouraged to contribute their ideas and are not afraid to voice their concerns. </li></ul>Open Communication © Associates For Professional Development, 2008
  6. 6. <ul><li>All team members are committed to helping the team. </li></ul><ul><li>Members are actively involved in the solution of problems and the resolution of conflicts. </li></ul><ul><li>More active team members call upon the less active ones. </li></ul><ul><li>All recognize the importance of the others. </li></ul>Interaction And Involvement Of All Members © Associates For Professional Development, 2008
  7. 7. Contribution <ul><li>Maintenance Of Individual Self-Esteem </li></ul><ul><li>Personal Growth Plan </li></ul><ul><li>Flexible Leadership </li></ul>© Associates For Professional Development, 2008
  8. 8. <ul><li>Self-esteem is a measure of how we feel about ourselves. </li></ul><ul><li>In high performance teams, team members take care of themselves and their own well-being. </li></ul><ul><li>Team members also look out for the well-being of other team members. </li></ul>Maintenance Of Individual Self-Esteem © Associates For Professional Development, 2008
  9. 9. <ul><li>If the team is to continue to grow, each individual must understand how that growth is to happen. </li></ul><ul><li>Teams grow because the individuals within them grow. </li></ul><ul><li>Without this growth, the team eventually fails. </li></ul><ul><li>This growth often results in the movement of team members to other opportunities. </li></ul>Personal Growth Plan © Associates For Professional Development, 2008
  10. 10. <ul><li>The leadership of the team shifts as the occasion warrants. </li></ul><ul><li>Every team member has an understanding and appreciation of their individual leadership skills and why these skills are valuable to the team. </li></ul><ul><li>Each team member is willing to step in as a leader when needed. </li></ul><ul><li>Individual leaders are willing and able to function as followers when this is in the best interests of the team. </li></ul>Flexible Leadership © Associates For Professional Development, 2008
  11. 11. Interaction <ul><li>Mutual Trust </li></ul><ul><li>Respect For Differences </li></ul><ul><li>Constructive Conflict Resolution </li></ul>© Associates For Professional Development, 2008
  12. 12. <ul><li>Team members know each other well enough to trust the integrity and positive intentions of the others on the team. </li></ul><ul><li>Team members act in a trustworthy way at all times. </li></ul><ul><li>Trust is developed over time as team interactions deepen. </li></ul>Mutual Trust © Associates For Professional Development, 2008
  13. 13. <ul><li>Team members recognize that each individual has a different approach to work, conflict resolution, and customers. </li></ul><ul><li>Other team members respect these differences and work to minimize their impact on internal and external customers. </li></ul>Respect For Differences © Associates For Professional Development, 2008
  14. 14. <ul><li>Identify the problem </li></ul><ul><li>Define it </li></ul><ul><li>Resolve it </li></ul><ul><li>Work toward solutions, not affixing blame </li></ul><ul><li>Own your own piece of a conflict and as well as your piece of the solution </li></ul>Constructive Conflict Resolution © Associates For Professional Development, 2008
  15. 15. Group Process <ul><li>Foster Creativity </li></ul><ul><li>Power Within Group To Make Decisions </li></ul><ul><li>Attention To Process & Content </li></ul>© Associates For Professional Development, 2008
  16. 16. <ul><li>If a solution is not evident, then work on creating one. </li></ul><ul><li>If an individual team member can’t perform a task, then call on the strength of the other team members. </li></ul><ul><li>There is more creativity in a group than there is in an individual. </li></ul>Creative Strength © Associates For Professional Development, 2008
  17. 17. <ul><li>What is the extent of the decision-making authority of this team? </li></ul><ul><li>The team and its members are empowered to act within this authority. </li></ul><ul><li>If a team member is not certain of the authority parameters, then continue to ask until that certainty is attained. </li></ul>Power Within Group To Make Decisions © Associates For Professional Development, 2008
  18. 18. <ul><li>The team takes the time to develop a set of processes that work well for them. </li></ul><ul><li>Team members continue to evaluate these processes and adjust them as needed. </li></ul>Attention To Process & Content © Associates For Professional Development, 2008
  19. 19. Employee Survey Data <ul><li>I am involved (Mgrs: I involve employees) in decision making in my unit/department </li></ul><ul><li>Employees 62.5% </li></ul><ul><li>Managers 92.5% </li></ul><ul><li>Gap – 30 points </li></ul>© Associates For Professional Development, 2008
  20. 20. Employee Survey Data <ul><li>New ideas are welcomed in my department </li></ul><ul><li>Employee Score 67.3 </li></ul><ul><li>Manager Score 90.4 </li></ul><ul><li>Gap 23.1 </li></ul>I can initiate action to change things that need to change © Associates For Professional Development, 2008
  21. 21. Employee Survey Data <ul><li>I can initiate action to change things that need to change. </li></ul><ul><li>Employee Score 58.6 </li></ul><ul><li>Manager Score 87.5 </li></ul><ul><li>Gap 28.9 </li></ul>© Associates For Professional Development, 2008
  22. 22. Employee Survey Data <ul><li>I am free to express my thoughts and opinions in my work area. </li></ul><ul><li>Employee Score 72.0 </li></ul><ul><li>Manager Score 90.8 </li></ul><ul><li>Gap 18.8 </li></ul>© Associates For Professional Development, 2008
  23. 23. <ul><li>How can managers enhance the “Team” experience for employees? </li></ul>© Associates For Professional Development, 2008
  24. 24. <ul><li>Comments </li></ul><ul><li>Questions </li></ul><ul><li>Evaluation </li></ul>© Associates For Professional Development, 2008

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