Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Similar to Developing Championship Teams: What founders can learn from Olympic teams and the psychology of high performance
Similar to Developing Championship Teams: What founders can learn from Olympic teams and the psychology of high performance (20)
Recently uploaded
Recently uploaded (10)
Developing Championship Teams: What founders can learn from Olympic teams and the psychology of high performance
- 1. Developing Championship Teams: What founders can learn from Olympic teams & the psychology of high performance Steve Portenga, PhD Performance Psychologist Denver Startup Week 2016 © iPerformance Consultants
- 2. © iPerformance Consultants TITLE SPONSORS TRACK SPONSORS
- 3. © iPerformance Consultants HEADLINE SPONSORS PARTNER SPONSORS MEMBER SPONSORS Guiceworks Cooley Bridgepoint Education Full Contact General Assembly Dripjoy Lyft OnDeck Connect for Health Wazee Digital Officescapes Jake Jabs Center for Entrepreneurship Denver Office of Economic Development Alchemy Security Ayla Networks Edge link Swift page Taxnologi Spotx Davis Graham & Stubbs Documoto Right point Name.com The Denver Foundation Boomtown Six Actual Maker Source Slider Smith & Frampton Netsuite Logistical Meetings & Events
- 6. © iPerformance Consultants Why are we here?
- 8. © iPerformance Consultants Individuals The building blocks of teams
- 9. Where did you grow up? How many siblings do you have and where you fall in the sibling order? What was the most difficult or important challenge of your childhood?
- 10. © iPerformance Consultants Common Concerns of Individuals in Groups Goal Alignment Acceptance Decision Making Contribution What do I want to accomplish? Will I belong? Will I be heard? Who is in control? Will I have some control? Where are we going? Can I be myself? What are your concerns? Who does what, where, when? Do I want to go? Will you accept my role, ideas, me? Will you hear my concerns? Can I rely on you? What is the purpose of this team? Do you have unspoken motives? Will I have access to the right information? What will you expect of me?
- 11. © iPerformance Consultants Individual needs • Autonomy: Purpose • Competency: Mastery • Relationships Group concerns • Goal Alignment • Acceptance • Decision Making • Contribution
- 12. © iPerformance Consultants Characteristics of Championship Teams
- 13. © iPerformance Consultants Positive Performance Team • Adaptability • Communication • Decision Making • Conflict Management Leadership Members Vision Performance Monitoring Shared Mental Model Coordination Performance Taskwork Team Attitudes TM
- 14. © iPerformance Consultants Characteristics of Championship Leaders
- 15. © iPerformance Consultants Cultivate a meaningful vision 1. Design it (Plant it) 2. Promote it (Grow it) 3. Personalize goal alignment 4. High performance monitoring 5. Individualized development 6. Intellectual stimulation Positive Performance Leadership TM
- 16. © iPerformance Consultants Diagnosing Issues in Teams
- 17. © iPerformance Consultants Assessing need fulfillment Contribution (Control) Goal Alignment Decision Making Acceptance Issues and interventions Relationships Processes Roles Vision (Goals)
- 19. © iPerformance Consultants Teams live and die by how well their Vision comes to life Passion and authority come to leaders who clearly know where they are going and have dedication to succeed When leaders have passion and authority, others are inspired to follow Can your team members share the vision on demand?
- 20. © iPerformance Consultants Never Underestimate the Importance of Acceptance, Trust, & Knowing the needs of your team • If they feel you know that, they’ll jump on board with goals, roles, responsibilities with minimal questions • It may take longer initially, but makes your life easier in the long run • Trust = (integrity x competence) / risk
- 21. © iPerformance Consultants “I ran so would not have to fight the war in Algeria.” Michael Jazey (1965, 3:53) “I ran to get a letter jacket, a girlfriend.” Jim Ryun (1965, 3:51) “I ran to be known as the greatest runner of all time.” Noureddine Morcelli (1993, 3:44) “I ran because I was meant to run.” Sebastion Coe (1981, 3:47)
- 22. © iPerformance Consultants Barriers to Coordination • Pre factors • lack of collaborative readiness by organization • Process factors • poor leadership • ineffective communication • interpersonal issues • differing expectations for outcomes
- 23. © iPerformance Consultants Keys to Change • Consistency “If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time with a tremendous whack!” Winston Churchill • Training • Patience for the learning process to happen • Measurement driven feedback • Culture • Attitudinal competencies matter
- 24. http://iperformance.io/skills-assessment/ Coupon Code: DSW2016 steve@iperformanceconsultants.com © iPerformance Consultants
- 25. © iPerformance Consultants DATES: OCT 5 - NOV 2 • DAY & TIME: WED 7:30 - 8:30 PM SESSION COST: $100 • TOTAL COST: $500 88 INVERNESS CIRCLE EAST, A207, ENGLEWOOD, CO 80112 MAXIMIZE YOUR POTENTIAL BY DEVELOPING A POSITIVE PERFORMANCE MINDSETTM iperformance.io steve@iperformanceconsultants.com
- 26. © iPerformance Consultants Beverly Potter from Conflict To Cooperation "The more you defend yourself, the more attacks you'll invite. A vicious cycle sets in because the attacker thinks you aren't listening. And it's true. The very act of defending involves telling others that they're wrong and you're right."
- 27. © iPerformance Consultants Kouzes & Posner “If you don’t believe in the messenger, you won’t believe the message.” “You can’t believe in the messenger, if you don’t know what the messenger believes.”
- 28. © iPerformance Consultants Warren Bennis “I am surer now than ever that the process of becoming a leader is the same process that makes a person a healthy, fully integrated human being. And it is the same process that allows one to age successfully.”