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Building High Performance Teams Using SCORE Framework in Daily FT 23 April 2014


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Building High Performance Teams Using SCORE Framework in Daily FT 23 April 2014

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Building High Performance Teams Using SCORE Framework in Daily FT 23 April 2014

  1. 1. HR WEDNESDAY APRIL 23, 2014 14 From the Centre for Executive Education (CEE Global) and Strategic Partners consulting experience in developing high performance teams in Singapore-based companies, we found that most if not all of their sen- ior leadership team advocate team- work. And they should. Teamwork represents a set of val- ues that encourage listening and responding constructively to views expressed by others, giving others the benefit of the doubt, providing sup- port, and recognising the interests and achievements of others. Such val- ues help teams perform, and they also promote individual performance as well as the performance of an entire organisation. But teamwork values by themselves are not exclusive to teams, nor are they enough to ensure team performance. Jon Katzenbach and Douglas Smith in their groundbreaking 1993 article ‘The Discipline of Teams’ define a team as “a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutu- ally accountable”. That definition lays down the discipline that teams must share to be effective. Katzenbach and Smith discuss the four elements – common commit- ment and purpose, performance goals, complementary skills, and mutual accountability – that make teams function. They also classify teams into three varieties – teams that recommend things, teams that make or do things, and teams that run things – and describe how each type faces different challenges. Leading teams to success Teams have become a principal building block of the strategy of success- ful organisations. With teams at the core of corpo- rate strategy, your success as an organisation can often depend on how well you and other team mem- bers operate together. In today’s highly net- worked business environ- ment, teams are critically important to getting work done. Yet not all teams are created equal. Some fail to perform, or they perform below expectations. Some start out well but later lose their focus and energy. Teams are extremely valuable if they are working well. They are very costly if they are not. It is critical for manag- ers and team leaders to find ways to ensure their teams are working effec- tively and are achieving their results. In most teams, the energies of individual members work at cross- purposes. Individuals may work extraordi- narily hard, but their efforts do not translate into team effort, and this result in wasted ener- gy. By contrast, when a team becomes more aligned, a commonal- ity of direction emerges, and individual energies harmonise. You have a shared vision and an understanding of how to complement each other’s efforts. As jazz musicians say, “You are in the groove.” Case study: Turnaround of a highly dysfunctional team CEE Client, a leading Fortune 500 Information Technology company dispatched a team of highly qualified and experienced IT engineers to deliv- er a large-scale strategic project for one of their clients in the mobile tel- ecommunication industry. Sustaining market leadership for this client is critical for the success of this firm. However high employee turnover especially amongst the mission criti- cal talents had created misalignment in what was once a strong perform- ing team. Moreover, as competitors encroached, relationship manage- ment was critical with this strategic account. All this transcended the sound tech- nical expertise of the IT engineers whose demonstrated primary form of communication was email. There was lack of direction and clarity on the respective project team members’ role and responsibilities compounded by the relatively poor team communi- cation which has resulted in poor per- formance, and results. We introduced the CEE ‘S.C.O.R.E.’ Framework (see Figure 1) through a series of team effectiveness meet- ings and workshop, the project team achieved breakthrough results in customer, company, employee, and operational value. Thanks to the team’s shortened response times and improved communication project delivery was achieved within budget and on time. Relationship management became second nature as team members became more expansive leading to the early exploration of new business opportunities. A post customer sat- isfaction survey confirmed acknowl- edgement of the value that our client provided. Finally, our client preserved its strategic account and strengthened the customer relationship there- by sustaining market leadership. The project team’s ultimate proof of transformation was it’s unanimous decision to distribute among all team members annual performance bonus- es assigned to a select few. This pre- sents evidence that high performance teams not only impact the organisa- tion and marketplace but above all the gratified individuals that constitute them. CEE ‘S.C.O.R.E.’ Framework for developing high performance teams in Singapore From experience gathered through team effectiveness consulting engage- ment with Singapore and the other Asian-based organisations, it is found that a high-performing team demon- strates a high level of synergism – the simultaneous actions of separate entities that together have a greater effect than the sum of their individual efforts. It is possible, for example, for a team’s efforts to exemplify an equa- tion such as 2+2=5! High-performing teams require a complementary set of characteris- tics known collectively as ‘S.C.O.R.E.’ (see Figure 1) – strategy and purpose, clearly defined roles and responsi- bilities, open communication, rapid response in adapting to a changing environment, and effective and exem- plary teamleadership. The characteristics of each element of SCORE are outlined in Table 1. Conclusion In high-performing teams, leader- ship shifts during the stages of team development based on team needs. Unlike organisational leadership, which remains somewhat constant, team leadership can shift from very directing, when the team is being formed, to more delegating, when the team is functioning effectively. To transform into a high performance team, an easily implementable frame- work such as ‘S.C.O.R.E.’ would assist towards achieving that end goal. (Prof. Sattar Bawany is the CEO of Centre for Executive Education (CEE Global). CEE Global offers executive development solu- tions including executive coaching and lead- ership development programs that help pro- fessionals develop the skills and knowledge to embrace change and catalyse success in their industries. Website: www.cee-global. com Email: Having successfully con- ducted the first intake of the Leadership Code based L e a d e r s h i p A c a d e m y, Deepal Sooriyarachchi the Certified Partner of the RBL Group USA announced the second intake in May. L e a d e r s h i p C o d e w a s developed by Dave Ulrich, Norm Smallwood and Kate Sweetman the international- ly recognised experts in the field, which is the synthesis of over thousands of books, articles, competency models on the subject. It presents in a simple f r a m e wo rk wh a t eve r y leader must do and possess - strategist, executor, tal- ent manager, human capital developer and personal pro- ficiency. T he Leadership Code- based Leadership Academy is an intensive three month program designed for senior level leaders to accelerate their development through a series of robust impact- ful experiences that link to business results. The program is offered in partnership with LAHES - The Corporate Campus, the education subsidiary of the LAUGFS group. The uniqueness of this pro g ram is its bias for results and the highly per- sonalised nature. The participants will have to be given a real life busi- ness project that will add value to the business more than the cost of participa- tion as mandatory require- ment. Each participant will have to develop a personal devel- opment action plan based on a 360 degree feedback. The theoretical learning and personal coaching by Deepal will be linked to the Personal Development Plan and to the Business Project undertaken. T his way the lessons learnt will be directly linked to business and development is highly personalised. Instead of being a one-off event this is a spread-out, balanced program. Instead of not being tied to Back Home results there will be individual as well as business related projects with results strongly linked to the program. Instead of being a same program for all participants this will be highly tailored to suit individual develop- ment with personal coach- ing. Instead of being a pro- gram without measurement there will be pre and post assessments. Instead of focusing on one “flavour of the month”, the program is focused on Leadership Skills develop- ment. Another special aspect of this program will be inte g rating of develop- ment of Mindfulness as a Leadership Capability based on the Deepal’s book Inward Bound- published in UK. Deepal one of the most sought after Management Development Consultants in the country is the for- mer Managing Director of AVIVANDB Insurance (AIA). He serves on a number of boards including that of Sampath Bank and AIA Insurance as an independ- ent director. H e a l s o f u n c t i o n s a s t h e C o m m i s s i o n e r o f the Sri Lanka Inventors C o m m i s s i o n a n d h a s authored over 15 books locally and internationally. His writings and presenta- tions are so popular because of his unique ability to pre- sent even the most complex concepts in a very simple manner. He is passionate about developing people and brings this ability to inspire others. Participating in a program delivered by Deepal is in itself a life changing experience. Considering the highly personalised nature of the program, only a very lim- ited number of persons will be enrolled. Details can be obtained from isharas@ / 5566500 – 3 / 0777261156. The Institute of Certified Management Accountants (CMA) of Sri Lanka the N a t i o n a l P r o f e s s i o n a l Management Accounting Institution in Sri Lanka incorporated by parliament Act No. 23 of 2009 signed an MOU with Commercial Bank of Ceylon PLC which is one of the leading commercial banks in Sri Lanka. C M A h a s ove r 1 2 , 0 0 0 students and 2,000 mem- bers. CMA is a member of South Asian Federation of Accountants (SAFA) and a member of International Federation of Accountants (IFAC), which is the world b o d y o f P r o f e s s i o n a l Accountants. Commercial Bank was rated as the best bank in Sri Lanka by Global Finance for 16 consecutive years and also as the ‘Bank of the Year’ by The Banker magazine on seven occasions. This MOU will provide CMA students an oppor- tunity to obtain practical training in the management accounting and finance fields at a recognised busi- ness organisation which will give them a foundation to progress in their career, and obtain their member- ship. The CMA practical experi- ence component is an essen- tial part of the CMA program and has been developed in accordance with the inter- national standards of the Inter national Federation of Accountants (IFAC), the world body for professional accountants operating to meet the growing demands of competitive organisations at both national and interna- tional levels. The Institute of Chartered Accountants of Sri Lanka (CA Sri Lanka) appointed BPO Connect Ltd., Abans Au t o L t d . a n d A b a n s Electricals PLC as training partners. CA Sri Lanka President Arjuna Herath awarded the training partner cer- tificate to BPO Connect’s Shyamali Kirinde, Financial C o n t r o l l e r, H a s a n t h a Sooriyaarachchi, Global HR Manager and Srinivasan Sankar, Head of Global Transformation at a cer- emony held at the institute recently. Herath also awarded the training partner cer- tificate to Abans Auto’s U s h a n i K a n n a n g a r a , Deputy General Manager and Prasad Jayathilaka, Accountant. T h e C A S r i L a n k a President also handed over the training partner certifi- cate to Deepal Kumanayaka, Finance Controller of Abans Electricals, in the presence of the institute’s Vice President Lasantha Wickramasinghe, Chairman of the Student Training and Development Committee M a n i l J a y a s i n g h e , Alter native Cha i r m a n Sanjaya Bandara and Chief Executive Officer Aruna Alwis. Deepal to present Dave Ulrich’s Leadership Code for the second time CMASLsignsMOUwith CommercialBankasAccredited PracticalTrainingPartner CMA SL President Prof. Lakshman R. Watawala presents the Accredited Training Partner Certificate to Commercial Bank Chairman Dinesh Weerakkody in the presence of Managing Director/CEO Ravi Dias and DGM - HR Management Isuru Tillakawardana and Consultant L.B. Wattegedara, CMA Director Education & Examination Dr. Swineetha De Livera, Senior Manger Member Relations Shanthi Maheshwaran and Director Operations Sumudu Pagoda BPO Connect, Abans Auto and Abans Electricals onboard as CA Sri Lanka training partners “Every company faces spe- cific performance challenges for which teams are the most practi- cal and powerful vehicle at top management’s disposal – Jon R. Katzenbach and Douglas K. Smith (Harvard Business Review, The Discipline of Teams, 2003) Building high performance teams using S.C.O.R.E. Framework BPO Connect receives CA Sri Lanka Training Partner Certificate Abans Electrical receives CA Sri Lanka Training Partner CertificateAbans Auto receives CA Sri Lanka Training Partner Certificate Guest Column By Prof. Sattar Bawany