This document summarizes key aspects of creating high performing work teams through effective management processes and developing winning team characteristics. It discusses five core management processes - organization, communication, decision-making, feedback, and recognition. If executed well, these processes can drive four characteristics of successful teams: accountability, trust, drive for results, and confidence. The document provides examples and recommendations for how to strengthen each management process and characteristic.

1. “High Performing Work Teams – Create Winning Team Character”
Presenta8on by Troy Gilman
Date: Sep 15, 2010
Descrip8on: Create the winning characteris8cs of high performing work teams
through skillful execu8on of key management processes.
Management Processes
Organiza(on Communica(on
Decision‐Making Feedback Recogni(on
Winning Team Characteris8cs
"Expects Accountability” "Nurtures Trust”
“Drives For Results” "Builds Confidence”
Contact informa8on
Email: troy.gilman@adelphia.net
LinkedIn: www.linkedin.com/in/troygilman/
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2. Five management processes in the center loop, if executed well, drive the four
characteris8cs of successful work teams.
These characteris8cs are paired to show they reinforce each other either posi8vely
(posi8ve reinforcement) or nega8vely (downward spiral).
For example, Accountability builds Trust (doing what you say you’re going to do helps
others trust in you) and Results builds Confidence (confidence manifests as a “can do”
aWtude). Confidence also leads to crea8vity and commitment.
The expecta8on of accountability starts as a management ini8a8ve. Train your team
to understand the difference between accountability and responsibility.
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3. The first step is to design or redesign your business process
Value Stream Mapping is a great tool for streamlining your processes by iden8fying
redundant or non‐value added steps.
Process Mapping using the Six Sigma method is very effec8ve because it forces you to
iden8fy all the inputs and outputs for each process step and whether they are
controlled or uncontrolled.
These can be used for both manufacturing and non‐manufacturing processes.
Organiza8onal change management steps: re‐engineering processes, defining roles &
responsibili8es, mapping tasks to the ERP system, and crea8ng job aids and
flowcharts or swimlane diagrams.
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4. The Mission and Vision statements can give a team an iden8ty. They help the team
understand what is expected of them, and let others know what the team is capable of doing.
They help to get people on the same page and pulling in the same direc8on
Here is a sample Mission Statement that could apply to a Supply Chain team. In one
sentence you get a clear sense of what the team’s purpose is:
tac8cally “error‐free orders and all that it takes to achieve that”, and
strategically “to improve your compe88ve advantage through superior customer
service”.
You can also have revenue enhancement, cost reduc8on, or improved profitability as strategic
objec8ves.
“zero waste” can have meaning on different levels:
‐ It’s the goal of Lean Manufacturing,
‐ but it also can relate to the quality of your raw materials and finished products,
‐ the effec8veness of your inventory management rela8ve to shelf life,
‐ it can relate to the environmental sustainability programs of your suppliers.
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5. Evaluate your communica8on tools for effec8veness. Is informa8on geWng to people
who need it? Benchmark yourself for “8me to contact”.
Use visual methods for repor8ng metrics: charts, colors (Lean methods).
Are your mee8ngs effec8ve? Conduct daily, weekly, and monthly mee8ngs separated
by tac8cal and strategic purpose. Create Terms of Reference to define each mee8ng’s
purpose, aiendees, frequency, and deliverables to drive a new culture for beier
mee8ngs.
Create trust so that people can speak freely. Allow conflict to get everyone’s
perspec8ve on the table for discussion.
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6. Decision Making and Problem Solving is where the rubber meets the road when it comes to
team empowerment and employee engagement. In managing the decision‐making process,
keep in mind there are two types of decisions and each requires a different skill set and
access to data.
For Problem Solving, use teams trained in Lean, Six Sigma, incident inves8ga8ons, etc.
For Strategic Decision Making or to set priori8es, you can use the TOC model (Theory of
Constraints).
For Tac8cal Decision Making you need access to the best relevant data.
For responsiveness and “geWng it right”, push decision‐making to the level with the best
informa8on.
Q. In the Decision Making example (on the right), who is the person with the most complete
view? A. The Planner
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7. Focus on key results drivers. Not too many. One key driver in each results
category (e.g. Right to Operate (Env/Reg), Safety, Quality, Produc8vity, Cost,
Working Capital).
Use units that people can understand or grasp, usually totals instead of rates.
Feedback frequency is minimum once per week (for directs, weekly one‐on‐
one mee8ng) and when circumstances require it.
If you have to give “nega8ve feedback”, do it without cri8cizing. Nega8ve
feedback is not cri8cism, it is coaching people to a beier alterna8ve for
improving team performance.
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8. For recogni8on, consider both team and individual performance and monetary/non‐
monetary awards that encourage coopera8on as well as compe88on.
With a balanced strategy, you can achieve a cost‐effec8ve recogni8on program.
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9. 6S Kaizen events a.k.a. “5S+1” uses the five principles of 5S plus Safety and are fun,
teambuilding events, and empower teams to set up and control their workspace, and
can be done over a weekend.
Safety (create a safe workplace)
Sort (keep only what’s needed, eliminate the rest)
Set in order (organize)
Shine (clean and inspect)
Standardize (make consistent)
Sustain (keep it up)
Benefits are improved productivity, housekeeping, safety, morale
6S Kaizen events can be one-time events, but are part of the continuous
improvement workstream (Kaizen means “improvement”). Customer-focused
projects are rewarding by enhancing revenue or competitive advantage. You can also
have cost reduction projects. If you have a culture of using TLS (TOC + Lean + Six
Sigma), it is excellent for project selection and execution.
You want to create opportunities for small wins and have fun . Keep it going. Your
team will get to the “high performance zone.”
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