This document discusses high performance teams and provides information about Mikael Trolle, a consultant and expert on high performance. It outlines Trolle's background and experience coaching elite teams. It then describes Trolle's ILTTM concept for inspiring, learning, and training individuals and teams to achieve high performance. Some key aspects of high performance teams discussed include defining team roles and types, developing a performance framework, and creating an environment focused on learning, feedback, and continuous improvement. The document emphasizes engagement, commitment, and understanding as critical for high performance.

1. High Performance Teams
IKEA
Mikael Trolle
16. October 2013

2. Mikael Trolle
MSc. in Physical Education and Biology
Technical director of Top Volleyball Denmark
Consultant and Partner in High Performance Institute
Coach and advisor for Danish Champions Holte IF Volleyball (1987-1996)
Danish National Team Volleyball (1990-2003)
The Royal Danish Ballet (since 2001-2004)
TV Drama, Danish Television Channel One (since 2003-2006)
Author of the book “Den Store Præstation”
Scandinavia Airlines System, Novo Nordisk & Novozymes etc.

3. High Performance Institute - Our ILT™ concept
INSPIRATION
LEARNING
TRAINING
Inspiring individuals,
teams and organisations
to understand their
own performance
potential
Learning individuals,
teams and organisations
how to develop their
performance potential
and capabilities
Training individuals,
teams and organisations
to become high performing
(a sustainable performance
culture)
Method
Real-life cases, conclusions
and reports presented by
high performers
Method
Workshop based on
analyses of actual
challenges and how to
cope. Facilitated by
high-performers and
HPI staff
Method
Targeted and structured
consulting/coaching
programs facilitated by
high-performers
and HPI staff

4. The Team Definition
What kind of an team do we have?
• Group or Team
Teamdefinitions:
• Performance team
• High Performance team
• Excellent team
• Virtuoso team

5. The goal is to clear the crossbar.
Performance lies in how the crossbar is cleared.

6. Baseline
The High Performance Model
Pitfalls
Control
Productivity
Systematic
Perfection
Business
PPC
HIGH
PERFORMANCE
Innovation
Persistence
Sport
Art
CPP
PPC
Pitfalls
Playful
Arrogant
Madness
Imagination
Pitfalls
Stubborness
Demanding
Realistic

7. High Performance Team
P1
P1
P2
P2
Development
Development vs. elimination

8. The Performance House
Performance
TeamValues, Behavior,
Rules, behavior
Motivation, Engagement & Communication
Values and attitude
Leadership
Management
Leadership, Management and Coaching
Coaching and communication
Team Team
The culture
Roles, motivation and determination
Roles, motivation anddetermination
Framework
The Field
Organization, Setting and Planning
Organization

9. Performance vs. Result

10. Deliberate Performance
Performance
Deliberate practice
Practice
Time

11. The Field
We wish to
create a performance and learning environment
• Organizational and physical framework
• Maximal presence, focus, reflection and feedback
• Control of ”external pressure”
• Create “Rooms” for Performance, Learning and Training
The goal is to
create framework for performance, development and
training

12. The Team
We want to create roles and relations through
communication and maximal understanding
• Define the team – select for the right roles
• Roledefinition when everybody is present
• Mutual understanding of ”the map” of the team
• Roundtable interaction and mutual inspiration
• Focus on ”the good plays”
• Secure and preserve real teamspirit

13. The Management
The teamleader sets the court and the
cornerflags
• The flags can be challenged by the team
• The teammembers can not move the cornerflags
• The court and roles should be defined, accepted
and known by everybody in the team
• Teammembers play on the court – not the coach.
• The goal is to create mutual understanding - ”the
meaning” and the ”grand will”

14. Performance

15. High Performance Flow Theory ®
After Mihaly Csikszentmihalyi
CHALLENGE
High
Anxiety
Middle
Worry
Low
Apathy
Agitation
Low
FLOW
”FLOW” creates
motivation throughout
the entire process.
Control
Relaxation Boredom
Middle
High
SKILL

16. Performance and engagement
Performance requires engagement ....
Job satisfaction doesn ’t create performance by
itself ....
Engagement is characterized as (Gallup):
• understanding what role you have.
• understanding what is expected.
• being able to do one’s best.
• committing to doing what is expected.
• feeling valued and acknowledged.

17. The High Performance Team Member
The excellent and attractive leader or team member:
• Looks at himself as a coach, educator and developer.
• Has high professional and personal skills.
• Committed for the long term focusing on the process.
• Looks at himself as part of the team – together we win.
• Values people and their differences.
• Loves his sport and his work as coach to others.
• Human and therefore ready to admit his errors.
• Trustworthy, firm and focusing on the goal.
Acknowledges the individual’s need for:
• Balance, role, development and understanding of values.

18. ”Life is a game of inches”
Performance Coaching
Any Given Sunday
Al Pacino, actor