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. “Peak Performance is…
…the ability of the individual,
team and/or organization to attain
a consistent and sustainable level
of high performance.”
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. 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. Team Development Overview
Definition of a Team
Litmus Test for Teams
Collective Work Product
(taken from Jon Katzenbach, The Wisdom of
Teams)
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. 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. 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. 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. 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. 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. 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. 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. 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
18. Five Dysfunctions
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
19. Implications
Status and Ego
Low Standards
Ambiguity
Artificial Harmony
Invulnerability
20. Absence of Trust
Conceal weaknesses Waste time and energy
and mistakes managing their
Hesitate to help or offer behaviors for effect
constructive feedback, Hold grudges
outside of their Dread meetings and find
department reasons to avoid
Jump to conclusions spending together
about intentions or
aptitudes
Fail to recognize or tap
into others’ skills
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. 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. 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. 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. 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. 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. 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. 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. 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