This document discusses building high performance teams. It covers establishing team rules at the beginning to ensure all members understand expectations. It discusses conducting a SWOT analysis to understand strengths, weaknesses, opportunities, and threats. The importance of communication, coordination, and cooperation ("The 3 C's") are explained. Developing trust, commitment, and loyalty in a team is also discussed. The document outlines how to introduce change and address resistance. It concludes with discussing the expectations a leader should have for team members, including being contributors, communicating, cooperating, problem solving, and continuous learning.

1. Building High Performance Team
Module (03)
TEAM MANAGEMENT

2. Module (03) Team Management
3.1
Establishing Team Rules
3.2
SWOT Analysis
3.3
Importance of 3 C’s
3.4
Trust, Commitment & Loyalty
3.5
Introduce Change
3.6
Team Expectation

3. 3.1 Establishing Team Rules:
If not all team members participate in the team-building
process, it may not be effective. Setting rules at the beginning of
the process ensures that all team members know what is
expected of them.
Guidelines guide team members on how to interact to ensure
the process is successful. If the team-building process will take
place over a series of sessions, require that team members
attend all sessions.
Require that all team members show respect toward one
another during team-building sessions and define what it means
to show respect.

4. A consensus on behavioral norms and team processes increases
a team’s ability to stay focused on objectives. This helps teams
develop and agree on rules and procedures that will help the
team function efficiently and productively.
 Avoid or resolve Conflict among team members.
 Establish norms of Behavior of the TEAM.
 Encourage Listening and Brainstorming.
 Achieve consensus on Work Processes and Flow Control.
 Lay the foundation for Self-management and Facilitation.

5. 3.2 SWOT Analysis :
Strength
Opportunity
Weakness
Threats

6. Planning Tool used to understand
Strengths, Weaknesses, Opportunities,
&
Threats
involved
in
Strengths
any
Organization to utlize their abilities.
Oppurtunity
SWOT
Analysis
Technique that enables a Team /
Individual to move from Everyday
Problems / Traditional Strategies to
a Fresh Perspective.
Threats
Weakness

8. How to conduct SWOT Analysis?
7. Carry your findings forward - Make sure that the SWOT
analysis is used in subsequent planning. Revisit your
findings at suitable time intervals.
6. Evaluate listed ideas against Objectives With the lists compiled, sort and group
facts and ideas in relation to the objectives.
5. List Strengths, Weaknesses,
Opportunities, & threats
4. Create a workshop environment Encourage an atmosphere conducive
to the free flow of information.
2. Select contributors Expert opinion may be
required for SWOT
3. Allocate research & information gathering tasks Background preparation can be carried out in two
stages – Exploratory and Detailed. Information on
Strengths & Weaknesses should focus on the
internal factors & information on Opportunities &
Threats should focus on the external factors.
1. Establish the Objectives - Purpose of
conducting a SWOT may be wide / narrow,
general / specific.

9. 3.3 Importance of 3 C’s:
You know the importance of getting along with you and your
workers and making sure they get along with each other as a
TEAM.
You are doing your best to maintain Good and Strong
Relations with your boss, Subordinates and Colleagues.
Important as these Human Relations Jobs are, there is one
more that is every bit as important and never work without it.

10.  Communication:
– Exchange of Information among Organizations
– Better understanding of each Other.
 Coordination:
– Working together to achieve a Goal (Efficiently)
– Decreases Overlap, Redundancy, and/or Separation
 Cooperation:
– Work side-by-side with the group (be a “Team Player”)
– To make a contribution, either money or time and effort

11. 3.4 Trust, Commitment & Loyalty:
The value of building Team Trust, Commitment, and Loyalty
can't be overestimated. Reduced turnover costs are one benefit,
but the ongoing benefit of retaining reliable, experienced
employees on your team is invaluable.
Management experts concede that success in building team
trust, commitment, and loyalty has eroded due to corporate
restructuring, mergers and acquisitions, and the increasing pace
of change. The research shows that trust is such a basic
requirement that without it a company's other benefits and
programs will not significantly raise employee commitment.

12. Common Organizational Trust Based Practices:
 Effectiveness & Productivity
 Improvement and Change
 Culture and Moral
 Employee Retention/Turnover
 Down Time of Equipments
 Customer Satisfaction
 Reliability Improved

13. 3.5 Introduce Change
Any change even a minor one, is
almost certain to have opposition, and
when you make a change in area
layout or work procedures there's
bound to be resistance because people
usually agree .
The
most
important
rule
in
introducing any kind of change is to
discuss it with those affected as early as
possible.

14. Self-Interest
Cultures that
Value Tradition
Lack of Trust
Different
Perspectives and
Goals
Uncertainty
Resistance to Change

15. Four W’s and an H:
 If you merely confirm that new equipment is coming, you do
nothing to reduce employees' anxiety and confusion.
 Before you make an announcement of this type, be sure you
know enough about it to answer the likely immediate
questions.
 Here are five things you should be prepared to tell your
employees:

16.  What the change is ………….?
 Why it is being made ………?
 Who will be affected ………?
 When it will go into effect ………….?
 How it will be implemented ……….?

17. 3.6 Team Expectation
Leaders then can’t rely exclusively on pressure, rules, and
punishments to inspire a coordinated work team. Rather they
must become principled leaders who set performance
expectations that allow the team to take responsibility for
achieving success.
Below are five expectation guidelines to channel the
relationship between the team leader and team members:

18. 1. Expect Team Members to be Contributors:
This means that the leader will have
to nurture a team environment that
builds the confidence and trust levels
of team members.
Team members must believe that
they can express diverse opinions
without reprisal; that they can make
mistakes without feeling diminished;
and that they will be valued for their
achievements.

19. 2. Expect team members to communicate with One Another:
Team members must first learn that
open communication is valued and
then they must be given a forum for
constructive communication.
They need to understand that they
must take the responsibility to
communicate to get things done,
improve
procedures,
work
out
issues, and deal with changing
conditions.

20. 3. Expect team members to Cooperate:
Leaders must help employees appreciate
what a team is and what it can achieve
when it works.
Team members need to realize that
coordinated work is more productive than
a string of individual actions.
Leaders should help team members
generate working agreements amongst
themselves.

21. 4. Expect team members to Problem Solving:
Team members must learn that
they are active players who focus
on getting things done correctly
and efficiently.
This means that leaders must help
the team articulate issues; stay
focused on the problem, not
personalities; and find a common
language to deal with change.

22. 5. Expect team members to be Learners:
Leaders need to create a work culture where Team Members
share expertise, train new hires, cross train, and, ultimately,
understand that continuous learning is an organizational value.

23. Keep in mind that the development of an Effective Team
Required a Positive Attitude and Commitment toward
TEAMWORK, coupled with an understanding of what
teamwork involves. Secondly, it requires practicing teamwork
skills to achieve their goals and add values to their Organization.