This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.

1. Building High Performing Teams
Facilitated by
Marion Stone

2. Agenda
1. Definition of a Team
2. Team Growth
3. Developing ‘High Performance’
– Leadership
– Membership
– Methods of working together
1. Team Maintenance

3. 1.
DEFINITION OF A TEAM

4. Group vs. Team
Working Together Team
• Complementary effort by a • Cooperative effort require
group of people e.g. lifting to carry out a joint task e.g.
something, stuffing maintenance crews,
envelopes project teams

5. Definition of a Team
• Working towards a shared purpose or goal
• Complementary skills
• Sharing responsibility
• Interdependence
• Collaborative decision making – acting as a unit
• Characterised by participation, trust,
communication, struggles, collaboration, clear
struggles
roles, quality control

6. Definition of a Team
"None of us is as smart as all of us." Ken
Blanchard
"Teamwork is the ability to work together
toward a common vision. It is the fuel that
allows common people to attain uncommon
results." Andrew Carnegie
TEAM = Together Everyone Achieves More

7. 2.
TEAM GROWTH

8. Tuckman’s 4 Stages of
Team Development

9. Forming
Characterised by;
• A desire for acceptance
• Avoiding controversy or
conflict
• Being busy with routines
and team organisation
• Superficial communication

10. Storming
Characterised by;
• Competition and
confrontation between
different ideas and
perspectives
• Issues or ‘stormy waters’
forces more authentic
communication
• Brewing conflict
• A need for clarity on roles
and direction

11. Norming
Characterised by;
• The emergence of a
common goal and the rules
of engagement
• Resistance is overcome
• A greater understanding
of one another’s skills and
experience
• More effective listening
and communication

12. Performing
Characterised by;
• Interdependence
• Flexibility
• High morale
• Common group identity
• Autonomous operation

13. Questions
Why would teams go back to norming &
storming stages?
Useful questions –
What will it take to move the Team to
‘performing’?
What needs our immediate attention going
forward?

14. 3.
DEVELOPING HIGH PERFORMANCE

15. What produces High
Performance?
• The average work group and the
exceptional team can be compared to two
horses; both with the same muscles, leg and
lungs. One is an ordinary riding horse and
the other a winner of the Durban July
• What makes them different?

16. Ingredients of High
Performance
1.Leadership – build team, provide direction
an inspire to a common purpose
2.Membership – clear roles
3.Methods of working together – common
ways of doing things (problem solving, decision
making and innovative thinking)

17. 1. Leadership
Roles of a leader – Inspire to a
common purpose,
provide direction
by setting group
and individual
goals
Know your
people

18. Purpose & Direction
• "Would you tell me, please, which way I ought to go from here?"
"That depends a good deal on where you want to get to," said
the Cat.
"I don’t much care where--" said Alice.
"Then it doesn’t matter which way you go," said the Cat.
"--so long as I get SOMEWHERE," Alice added as an
explanation.
"Oh, you’re sure to do that," said the Cat, "if you only walk long
enough.“ Alice in Wonderland
• Direction engagement motivation performance

19. Questions for Purpose
(Mission)
• What is our team’s job
• What organistional goals do we support?
• How do we add value?
• What would happen if we were not there?

20. Examples
• School District #77 wants happy and healthy
students. To that end, the district's personnel
strives, through a coordinated school health
program, to provide students with experiences
that are designed to motivate and enable them to
maintain and improve their health.
• McDonald's vision is to be the world's best quick
service restaurant experience. Being the best
means providing outstanding quality, service,
cleanliness, and value, so that we make every
customer in every restaurant smile

21. Break it down
Goal 1: Obtain a Customer Satisfaction Measure: Customer Satisfaction
rating of 98% on the internal stakeholder Rating
satisfaction survey
Action Steps Who By When Resources
Summarise scorecard results Sally & 9 August
Achmat
Review scorecard with each Sally & 30 Sep Administrative
stakeholder to check where Achmat support to set up
needs and expectations are meetings
not being met

22. 2. Membership
• Know your people’s strengths and work
with them
• People are more effective performing in a
way that is natural to them
• Create a ‘Team Profile’

23. Belbin Team Roles
(Styles)

24. Social Styles
(Motivation)
Task – directed
Responsiveness
Ask – directed Tell – directed
Assertiveness Assertiveness
People – directed
Responsiveness

25. Social Styles
Personality Style Driver Expressive Amiable Analytical
Talking Gets to the point Likes to tell Doesn’t offer Precise speech
stories opinions
Listening Gets impatient Doesn’t get details Sympathetic Seeks out facts
listener
Handshake Firm Enthusiastic Gentle Brief
Personal Space Maintains space Likes to be close Likes hugs, pat on Avoids touching
back
Movements Bold Quick Slow Controlled
Workspace Displays awards Cluttered Displays photos Organized

26. Team Skills
Skills Thandi John Sam
Report writing 5 3 3
Customer liaison 3 5 2
Making 3 5 3
presentations
Data analysis 3 2 4

27. 3. Methods of
Working Together
• How will you communicate?
• How will you manage meetings?
• How will you problem solve?
• How will you resolve conflict and
disagreements?
• Scope of authority
– What decisions can be made without
consultation and which require involvement

28. Significance
• How attracted are you to staying for an
extra hour? (Scale of 1 to 10)
• What caused you to write that answer?
• What would have to change in order to
raise the number

29. 4.
TEAM MAINTENANCE

30. Symptoms
• Low morale
• Lost sense of purpose, direction
• Communication is superficial
• Signs of mistrust
• Low enthusiasm
• Development of cliques and sub groups
• Complaints about your leadership

31. Team assessment
How do you organise and Do you have what you
use your resources? need to get the job done?
•Workload & efficiency •Skills & knowledge
•Planning & monitoring •Information
•Processes & procedures •Tools & equipment
•New ideas & improvement •Feedback
•Empowered
How do you work together?
•Open communication
•Involvement
•Teamwork & accountability
•Recognised for Are you all heading in the
contributions same direction?
•Positive inter-team •Vision & goals
relationships •Roles & responsibilities
•Objectives & performance
•Commitment

32. Cornerstone Connections
• Cornerstone Connections was born out of
a desire to enable organisations to
achieve their goals by unlocking the
motivation & performance of their
employees.
• The focus of Cornerstone since 2006 has been on
supporting small & mid sized organisations in the
greater Cape Town area with a focus on technical
industries
• Cornerstone Connections is the umbrella under which
Marion Stone offers performance consulting,
organisational development and facilitated workshops

33. Client History
• Vital Health Foods – Food Manufacturing
• Elex Khanyisa – Electrical testing
• Mazars – Accountants
• Netcare – Healthcare
• Pesto Princess – Food Manufacturing
• Bergstan – Consulting Engineers
SABPP

34. What next?
• Ask me for details of my ½ day Strategy sessions
• Visit my website for more information & resources
www.cornerstoneconnections.co.za
• Sign up for an informative, free monthly
newsletter on my homepage or by leaving me your
card.
• Connect with me via my LinkedIn profile
www.cornerstoneconnections.co.za 34