“PEAK PERFORMING TEAMS”

    THE SCIENCE OF
    PERFORMANCE



     PerformanceVertical Consulting, LLC
"NOBODY'S PERFECT, BUT A
TEAM CAN BE."




       Siemens CEO Klaus Kleinfeld
"WE WEREN'T THE MOST TALENTED TEAM IN
THE LEAGUE LAST YEAR AND WE WEREN'T
THE BEST TEAM, BUT WE PLAYED THE RIGHT
KIND OF F...
“Peak Performance is…



 …the ability of the
 individual, team and/or
 organization to attain a consistent
 and sustainab...
What do these sports franchises have in common?


   U.S. Woman’s Soccer Team
   New England Patriots
   New York Yanke...
Team Profile
   Icon or Inspirational Players
   The Greatest Challenge
   Constant Renewal of Challenge
   Raising th...
Team Development Overview
   Definition of a Team
   Litmus Test for Teams
   Collective Work Product



(taken from Jo...
Definition of a Team
 A small number of people interdependent on
 their complementary skills, who are committed
 to a comm...
Discipline of Teams
   Simple, basic concepts
   Small number (6-12)
   Complimentary skills
   Meaningful purpose
  ...
Types of Teams & Performance
Units
   High Performance Team
   Pseudo Team
     Performance not required

   Real Team...
Identification of Purpose of a Team
   Recommend things
   Make or do things
   Run or manage things

   Transformatio...
Litmus Test for Teams
   The group focuses on shaping collective work
    products of clear value to the company
   Memb...
Collective Work Product
   The tangible results of the group applying
    different skills to produce a performance
    i...
Myths of Teams
   Teamwork = Team Performance
   Cooperation + Sharing = Results
   Top Teams need to reach consensus
...
Trade-offs of Teams
   Speed or efficiency vs. performance
   Collective vs. individual work products
   Team vs. singl...
Metrics (Campbell-Hallam TDS)
   Time and Staffing       Individual Goals
   Information             Empowerment
   M...
THE FIVE DYSFUNCTIONS
OF A TEAM




    Patrick Lencioni
Five Dysfunctions
         Inattention to Results



       Avoidance of Accountability



         Lack of Commitment

  ...
Implications
               Status and Ego



           Low Standards



                 Ambiguity


          Artificia...
Absence of Trust
   Conceal weaknesses             Waste time and energy
    and mistakes                    managing th...
Members of Trusting Teams
   Admit weaknesses and            Appreciate and tap into
    mistakes                       ...
Teams that fear conflict
   Have boring meetings
   Create environments where back-channel
    politics and personal att...
Teams that engage in conflict
   Have lively, interesting meetings
   Extract and leverage ideas of all the team
    mem...
Teams that fail to commit
   Create excessive ambiguity among the team
    about direction and priorities
   Watch windo...
Teams that commit
   Create clarity around direction and priorities
   Align the entire team around common
    objective...
The team that avoids accountability

   Creates resentment among team members
    who have different standards of perform...
Teams that hold one another accountable


   Ensure that poor performers feel pressure to
    improve
   Identify potent...
Teams that are not focused on
results
   Stagnates/fails to grow
   Rarely defeats competitors
   Loses achievement-ori...
Teams that focus on collective
results
   Retains achievement-oriented employees
   Minimizes individualistic behavior
...
PerformanceVertical Consulting
               (404) 357-7335
        www.performancevertical.com




Luis Valdes, Ph.D. – ...
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Peak Performing Teams

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Peak Performing Teams

  1. 1. “PEAK PERFORMING TEAMS” THE SCIENCE OF PERFORMANCE PerformanceVertical Consulting, LLC
  2. 2. "NOBODY'S PERFECT, BUT A TEAM CAN BE." Siemens CEO Klaus Kleinfeld
  3. 3. "WE WEREN'T THE MOST TALENTED TEAM IN THE LEAGUE LAST YEAR AND WE WEREN'T THE BEST TEAM, BUT WE PLAYED THE RIGHT KIND OF FOOTBALL AND DIDN'T PANIC WHEN ADVERSITY HIT. THAT'S THE MARK OF A GOOD TEAM." -- BILL COWHER, PITTSBURGH STEELERS HEAD COACH Bill Cowher, former Pittsburgh Steelers head coach
  4. 4. “Peak Performance is… …the ability of the individual, team and/or organization to attain a consistent and sustainable level of high performance.”
  5. 5. What do these sports franchises have in common?  U.S. Woman’s Soccer Team  New England Patriots  New York Yankees  Chicago Bulls  San Francisco 49ers  Dallas Cowboys  Atlanta Braves
  6. 6. Team Profile  Icon or Inspirational Players  The Greatest Challenge  Constant Renewal of Challenge  Raising the Bar  Passion  Family  Innovation  Commitment to Excellence  Awareness of The Zone
  7. 7. Team Development Overview  Definition of a Team  Litmus Test for Teams  Collective Work Product (taken from Jon Katzenbach, The Wisdom of Teams)
  8. 8. Definition of a Team A small number of people interdependent on their complementary skills, who are committed to a common purpose, performance, and an approach for which they hold themselves mutually accountable
  9. 9. Discipline of Teams  Simple, basic concepts  Small number (6-12)  Complimentary skills  Meaningful purpose  Clear performance goals  Common working approach  Mutual accountability for results
  10. 10. Types of Teams & Performance Units  High Performance Team  Pseudo Team  Performance not required  Real Team  Structured  Lacks effectiveness or efficiency  Compromise Unit  Lack of mission or roles  Single Leader unit  No sharing of leadership  Working Group  Relies on Individual performance
  11. 11. Identification of Purpose of a Team  Recommend things  Make or do things  Run or manage things  Transformational  Innovation  Problem solving  Operational  Improvement teams  Capabilities  Effectiveness
  12. 12. Litmus Test for Teams  The group focuses on shaping collective work products of clear value to the company  Members learn to shift and share leadership roles  Members are mutually accountable for the group’s results
  13. 13. Collective Work Product  The tangible results of the group applying different skills to produce a performance improvement not achievable by any members of the group working on their own  Requires a collective sense of urgency in order to justify group’s attention and diversion of time from primary responsibilities
  14. 14. Myths of Teams  Teamwork = Team Performance  Cooperation + Sharing = Results  Top Teams need to reach consensus  One person can not make good decisions  Team leaders need to change their particular leadership style  Top teams always function as a team  Top teams must set the example for the entire organization
  15. 15. Trade-offs of Teams  Speed or efficiency vs. performance  Collective vs. individual work products  Team vs. single-leader units  Situation vs. “on-going” team opportunities
  16. 16. Metrics (Campbell-Hallam TDS)  Time and Staffing  Individual Goals  Information  Empowerment  Material Resources  Team Assessment  Organizational  Innovation Support  Feedback  Skills  Rewards  Commitment  Leadership  Mission Clarity  Satisfaction  Team Coordination  Performance  Team Unity
  17. 17. THE FIVE DYSFUNCTIONS OF A TEAM Patrick Lencioni
  18. 18. Five Dysfunctions Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust
  19. 19. Implications Status and Ego Low Standards Ambiguity Artificial Harmony Invulnerability
  20. 20. Absence of Trust  Conceal weaknesses  Waste time and energy and mistakes managing their  Hesitate to help or offer behaviors for effect constructive  Hold grudges feedback, outside of  Dread meetings and find their department reasons to avoid  Jump to conclusions spending together about intentions or aptitudes  Fail to recognize or tap into others’ skills
  21. 21. Members of Trusting Teams  Admit weaknesses and  Appreciate and tap into mistakes others’ skills  Ask for help  Focus time and energy  Accept questions and on important issues, not input about their areas of politics responsibility  Offer and accept  Give the benefit of the apologies with hesitation doubt  Look forward to  Take risks in offering meetings and other feedback and assistance group activities
  22. 22. Teams that fear conflict  Have boring meetings  Create environments where back-channel politics and personal attacks thrive  Ignore controversial topics  Fail to tap into all the opinions of the team  Waste time and energy posturing and managing personal risk
  23. 23. Teams that engage in conflict  Have lively, interesting meetings  Extract and leverage ideas of all the team members  Solve real problems quickly  Minimize politics  Put critical topics on the table for discussion
  24. 24. Teams that fail to commit  Create excessive ambiguity among the team about direction and priorities  Watch windows of opportunity close due to excessive analysis and delay  Breeds lack of confidence and fear of failure  Revisits discussions and decisions again and again  Encourages second-guessing among team members
  25. 25. Teams that commit  Create clarity around direction and priorities  Align the entire team around common objectives  Develop the ability to learn from mistakes  Take advantage of opportunities before competitors do  Move forward without hesitation  Change direction without hesitation or guilt
  26. 26. The team that avoids accountability  Creates resentment among team members who have different standards of performance  Encourages mediocrity  Misses deadlines and key deliverables  Places an undue burden on the team leader as the sole source of discipline
  27. 27. Teams that hold one another accountable  Ensure that poor performers feel pressure to improve  Identify potential problems quickly by questioning one another’s approaches without hesitation  Establish respect among team members who are held to the same high standard  Avoid excessive bureaucracy around performance management and corrective action
  28. 28. Teams that are not focused on results  Stagnates/fails to grow  Rarely defeats competitors  Loses achievement-oriented employees  Encourages team members to focus on their own careers and individual goals  Is easily distracted
  29. 29. Teams that focus on collective results  Retains achievement-oriented employees  Minimizes individualistic behavior  Enjoys success and suffers failure acutely  Benefits from individuals who subjugate their own goals/interests for the good of the team  Avoids distractions
  30. 30. PerformanceVertical Consulting (404) 357-7335 www.performancevertical.com Luis Valdes, Ph.D. – President & CEO

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