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3 Success Factors that Define High Performance Teams


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The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.

This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.

Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.

See the full post here:

Published in: Business, Education
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3 Success Factors that Define High Performance Teams

  1. 1. 3 Success Factors that Define High Performance Teams Deb Nystrom, REVELN Consulting JVS, Southfield, Michigan 1
  2. 2. Factors? • Stable team • Right number of people • Clear vision • Well-defined roles and responsibilities • Appropriate rewards • Recognition and resources • Strong leadership Photo: by Wade Brooks, Flickr cc 2
  3. 3. The SINGLE strongest predictor of group effectiveness Giving Culture 3
  4. 4. Success Factor #1: The highest-performing teams invest extensive time and energy in coaching, teaching and consulting with their colleagues, fostering a “giver” culture Photo: by Ekaterina Sotova Flickr.jpg
  5. 5. High Performance Team Experience D. Nystrom 5 “Teamwork is so important that it is virtually impossible for you to reach the heights of your capabilities or make the money that you want without becoming very good at it.” ~ Brian Tracy Photo by Radarsmum67 Flickr cc
  6. 6. High Performance Science D. Nystrom 6 Source: M. LOSADA, The Complex Dynamics of High Performance Teams, November 1998
  7. 7. Low Performing Teams 7 Source: M. LOSADA, The Complex Dynamics of High Performance Teams, November 1998 Deb Nystrom
  8. 8. Similarities? D. Nystrom 8Photo credits, Flickr CC, see slide 15
  9. 9. Flexibility ~ Adaptability to Change • Responds positively to and champions change to (and with) others; • Looks for ways to make changes work rather than only identifying why change will not work. • Adapts to change quickly and easily. • Makes suggestions for increasing the effectiveness of changes. • Incorporates innovative practices into the workplace to increase productivity and organization effectiveness Reference: Competencies, Syracuse University, University of Michigan Deb Nystrom
  10. 10. Success Factor #2: Be clear about where you’re going, but very flexible in how you get there. Photo: by duncan, Flickr
  11. 11. Real Life Interview with Millenial • Supervisors that give death stares • Sexual harassment • Low paid job, supervisor’s salary is six figures • Asked to better the program, never recognized for our contributions, just “used” • Racist jokes, not a supportive place D. Nystrom 11 • Threatened managers, threatened by new ideas. • Income disparity, felt like slave labor type of thing • Have a BA and being paid nothing ($8-10 hour) Very highly paid supervisors • No respect for people’s time, no work-life balance
  12. 12. Differences D. Nystrom 12 Losada, Marcial; Heaphy, Emily “The Role of Positivity and Connectivity in the Performance of Business Teams: A Nonlinear Dynamics Model” 2004
  13. 13. Success Factor #3: Begin with endings! End fragile practices that interfere with adaptive, giver culture building Flickr CC photo by billso D. Nystrom
  14. 14. High Performance, Practical Action Groups: “If you want something new, you have to stop doing something old” ~ Peter F. Drucker D. Nystrom 14
  15. 15. DPPE & DVF • Data • Purpose • Plan • Evaluate • Dissatifaction (3:1, 5:1) • Vision • First Steps D. Nystrom 15 Photo credits: Eagle by wordman1, Emu, by Alois Staudacher Flickr cc
  16. 16. 16 Insourcing & Teams Companies are Changing No HR Department Read more about these companies via the REVELN curation newsletters, including: Change Leadership Watch
  17. 17. 5 Actions 3. Start to model more positive, appreciative, curious behaviors 4. Keep the ratio of positive / negative statements above 3:1 5. Notice and build on the contributions and synergy of everyone’s strengths – Balance open-minded inquiry and exploration with zesty advocacy Challenge: • Allow system chaos (adaptation) to become“anti-fragile” D. Nystrom 17 1. End low performing command & control mgmt. practices 2. Create space to allow yourself & teams to open and broaden – bigger than self, team & organization (systems)
  18. 18. Q & A D. Nystrom 18 "Back when work was mostly a matter of brawn, work itself could be managed." Now, "…knowledge or service *are+ in most jobs. The most powerful sources of value are locked in people's heads, and in their hearts.” ~ James Hoopes Photo credits: iStock photos & Flickr CC: Eagle by by Wisconsin Department of Natural Resources Flickr CC
  19. 19. References - Credits D. Nystrom 19 • Article: Adam Grant, Givers take all: The hidden dimension of corporate culture, April 2013 (McKinsey) • Article: M. Losada, The Complex Dynamics of High Performance Teams, 1998 • Antifragile: Things That Gain From Disorder, Nassim Nicholas Taleb, 2012 • Photo credits, from Flickr Creative Commons: cover Slide, Birds slide, Eagle: By poecile05, Pigeon by bramblejungle, Emu by cskk Moa sign by ghewgill • Photos this page, The Lorenz attractor, cited by M. Losada, mathmatician, regarding the “same set of of coupled nonlinear differential equations chosen for his model...” from The Complex Dynamics of High Performance Teams, November 1998
  20. 20. References • • LinkedIn: Deb Nystrom, REVELN Consulting • REVELN ScoopIt Newsletters: – Change Leadership Watch – Talent & Performance Development – The Science & Art of Motivation • Thanks to Business Connections 20