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HIGH
PERFORMING
TEAMS
Bryan Miles
AgileCoach, PliantSolutions
Ars Nova Chamber Orchestra
Brass Quintet
Washington, DC
What is a team?
Katzenbach and Smith (TheWisdom ofTeams)
”A small number of people with complementary skills who are
commi...
What does the research say?
Google Project Aristotle
• Psychological safety: Can we take risks on this team
without feelin...
SHARED VISION,
PURPOSE, AND
GOALS
Building Vision,
Purpose, Goals
• Team values exercise
• Create team vision/purpose statements
• Establish team norms /wor...
Psychological Safety
Belief that one will not be punished or humiliated for
speaking up with ideas, questions, concerns, o...
Building
Psychological
Safety
• Be a role model
• Share experience, stories, and
fallibility
• Use inquiry instead of blaming
• Approach with empathy
Bu...
MUTUAL
ACCOUNTABILITY
The willingness of team members to tolerate
the interpersonal discomfort that
accompanies calling a ...
Building
Accountability
• Peer pressure
• Publication of goals and standards
• Feedback (given properly!)
• Team rewards (...
COLLABORATION AND
COMMUNICATION
TRUST
Resources • The Speed ofTrust: Stephen Covey
• The Fifth Discipline: Peter Senge
• Maestro: Roger Neirenberg
• Google Proj...
Ars Nova
Chamber
Orchestra
ancoselfconducted.org
Next Concert: November 5th , 7:30 PM
Mt.Vernon Unitarian Church
1909Windm...
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Agile DC 2016

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Presentation from Agile DC 2016 on High Performing Teams

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Agile DC 2016

  1. 1. HIGH PERFORMING TEAMS Bryan Miles AgileCoach, PliantSolutions Ars Nova Chamber Orchestra Brass Quintet Washington, DC
  2. 2. What is a team? Katzenbach and Smith (TheWisdom ofTeams) ”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 mutually accountable."
  3. 3. What does the research say? Google Project Aristotle • Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? • Dependability:Can we count on each other to do high quality work on time? • Structure & clarity:Are goals, roles, and execution plans on our team clear? • Meaning of work:Are we working on something that is personally important for each of us? • Impact of work: Do we fundamentally believe that the work we’re doing matters? J. Richard Hackman (LeadingTeams) • Being a RealTeam • Compelling Direction • Enabling Structure • Supportive Context • Expert Coaching Gostick and Elton (The Orange Revolution) • Goal setting: Knowing where you are going • Communication:Wise use of your voice and ears • Trust: Believing in others and being trustworthy • Accountability: Doing what you say you will do • Recognition:Appreciating others’ strengths Katzenbach and Smith (The Discipline ofTeams) • Small enough in number • Adequate levels of complementary skills • Truly meaningful purpose • Specific goal or goals • Clear working approach • Sense of mutual accountability Parick Lencioni (5 Dysfunctions…) • Trust one another • Engage in unfiltered conflict around ideas • Commit to decisions and plans of action • Hold one another accountable for delivering against those plans • Focus on achievement or collective results
  4. 4. SHARED VISION, PURPOSE, AND GOALS
  5. 5. Building Vision, Purpose, Goals • Team values exercise • Create team vision/purpose statements • Establish team norms /working agreements • Complete a team kickoff packet • Scrum values (use them in a retro!) Make them visible! Review them often!
  6. 6. Psychological Safety Belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
  7. 7. Building Psychological Safety
  8. 8. • Be a role model • Share experience, stories, and fallibility • Use inquiry instead of blaming • Approach with empathy Building Psychological Safety
  9. 9. MUTUAL ACCOUNTABILITY The willingness of team members to tolerate the interpersonal discomfort that accompanies calling a peer on his or her behavior and the more general tendency to engage in difficult conversations.
  10. 10. Building Accountability • Peer pressure • Publication of goals and standards • Feedback (given properly!) • Team rewards (NOT individual rewards)
  11. 11. COLLABORATION AND COMMUNICATION
  12. 12. TRUST
  13. 13. Resources • The Speed ofTrust: Stephen Covey • The Fifth Discipline: Peter Senge • Maestro: Roger Neirenberg • Google Project Aristotle: https://rework.withgoogle.com/blog/five-keys-to-a- successful-google-team/ • TheWisdom ofTeams: Katzenbach and Smith • The Five Dysfunctions of aTeam: Patrick Lencioni • Overcoming the Five Dysfunctions of aTeam: Patrick Lencioni • The Orange Revolution: Gostick and Elton • LeadingTeams: J. Richard Hackman • High PerformanceTeam Coaching: Peters and Carr • Group andTeam Coaching: ChristineThorton
  14. 14. Ars Nova Chamber Orchestra ancoselfconducted.org Next Concert: November 5th , 7:30 PM Mt.Vernon Unitarian Church 1909Windmill Lane, Alexandria,VA 22307 For more information about bringing this workshop to your organization or the teams you work with, contact: Bryan.Miles@pliantsolutions.com

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