Characteristics of High Performing Teams
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This document discusses the characteristics of high performing teams. It identifies eight key characteristics: building trust, sharing leadership, being agile, creating purpose, managing stakeholders, improving systems, utilizing diversity, and learning continuously. Examples of tools for developing high performing teams include determining a team's purpose, conducting after action reviews, and taking action to improve based on one characteristic discussed in training. The document provides an overview of a training program on leading teams that covers the characteristics, stages of development, tools, roles, conflict management, and culture.
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............................................................. Profit:...........................................
Total Estimated Profit:..........................................
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replace the bricks in the box.
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The Four Cs Over the past several decades, as we have consulted wi.docx
The Four Cs Over the past several decades, as we have consulted with teams and conducted research on team performance, we have come to the conclusion that there are four factors—four ―Cs—that must be understood and managed for teams to achieve superior performance.
Determinants of High-Performing Teams: The Four C’s
1. The context for the team
2. The composition of the team
3. The competencies of the team
4. The change management skills of the team
We will describe each of these factors briefly here, and will discuss them in more depth in the following chapters.
Context for the Team
Team context refers to the organizational environment in which the team must work. Understanding context, and how it influences team performance, requires an understanding of the answers to the following questions: 1. Is effective teamwork critical to accomplishing the goals desired by the organization? If so, are there measurable team performance goals around which we can organize a team? 2. Do my organization‘s reward systems, structure, and culture support teamwork? Experience has shown that the teamwork required to achieve high performance is much more important when the team must complete a complex task characterized by a high degree of interdependence. In addition, we have found that some organizations deploy formal organization structures or reward systems that become barriers to effective teamwork. For example, reward systems that provide strong individual incentives often create strong disincentives to engage in cooperative behavior within a work team. Unfortunately, many organizations, while paying lip service to the importance of teamwork, do little to encourage and support those who work in teams. Thus they do not foster a culture in which teams can succeed. High-performing teams manage context effectively by (1) establishing measurable team performance goals that are clear and compelling, (2) ensuring that team members understand that effective teamwork is critical to meeting those goals, (3) establishing reward systems that reward team performance (more than individual performance), (4) eliminating roadblocks to teamwork that formal organization structures might create, and (5) establishing an organizational culture that supports teamwork-oriented processes and behaviors (for example, everyone in the organization understands that success is predicated on effective collaboration; consequently, informal norms and processes support team-oriented behavior).
Composition of the Team
The composition of the team concerns the skills and attitudes of team members. You have to have the ―right people on the bus to make things happen as a team and achieve top performance.1 To effectively manage the composition of the team, team leaders must understand that team leadership and processes differ depending on the answers to the following questions: 1. To what extent do individual team members have the technical skills required to complete the task? 2 ...
unit1lgaq-180406061148.pptx organisational behavior
High performing teams exhibit eight key characteristics: sense of purpose, effective working procedures, open communication, shared leadership, trust and mutual respect, continuous learning, building on differences, and flexibility and adaptability. Examples of tools for developing high performing teams include managing expectations, having regular communication through frameworks like the five conversations, employing situational leadership, focusing on dimensions of innovation and continuous improvement, and using strengths-based leadership. Reviews like after action reviews can help teams learn and improve.
Team Dynamics
This document discusses the stages of team development: forming, storming, norming, and performing. It focuses on the storming stage, where conflicts can arise as team members struggle to define roles and processes. The team is emerging from the storming stage with increased motivation and knowledge. However, new challenges or lingering interpersonal issues could cause the team to revert back to the storming stage. Resolving interpersonal issues is key to fully moving past storming into the norming stage of improved cooperation and productivity. Education on the team development process helps teams navigate the stages more smoothly.
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The document discusses three key elements of designing effective teams: task, relationship, and process. It defines task as the team's purpose and goals. Relationship refers to how team members relate to and support each other using their strengths. Process involves how the team approaches tasks and makes decisions. Effective teams require defining these elements of why the team exists, how members work together, and how they will operate.
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Characteristics of High Performing Teams
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Characteristics of High Performing Teams
- 2. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture
- 4. What are the eight characteristics of HPTs? Tools for creating HPTs. Examples of HPTs
- 5. What are some examples of high performing teams on the world of sport?
- 6. Characteristics of high performing teams Baker, T. (in press) Winning Teams: Apply the All Black’s Formula to Your Team
- 7. Build trust
- 11. Be agile
- 12. Three choices … Decisions that follow a process Decisions that can either follow a process or where initiative can be displayed Decisions where initiative is expected
- 13. Create purpose
- 14. 1. Do I know my team’s purpose? 2. Have I communicated this purpose to my team? 3. Do my team understand the purpose? 4. Do my team members accept the purpose? 5. Are my team members committed to the purpose? 6. Do all team members know how their work is tracking against the team’s purpose? 7. Am I supporting my team members to achieve purpose? Seven Questions to consider to create purpose
- 17. Improve systems
- 18. 8 Dimensions of Innovation & Continuous Improvement qualityImproving timeReducing costsReducing outputIncreasing safetyIncreasing deadlinesMeeting interpersonal cooperationEnhancing systems and processesStreamlining
- 22. After Action Review (AAR) What did you do well? What was not done well? What will you do differently next time? “The Army's After Action Review (AAR) is arguably one of the most successful organizational learning methods yet devised. Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.” (Senge, 1999) [i
- 23. Your homework Take one characteristic from today that sparked an interest & take some action.
- 24. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture