Great teams are the foundation of organizational success, driving productivity, creativity, and motivation. But forming and maintaining a high-performing team isn’t always easy. In this interactive workshop, we will explore how to build strong teams, foster motivation, and address dysfunctions before they escalate. You will learn practical facilitation techniques to manage conflicts, heal toxic environments, and create a culture of trust and collaboration. • Build and sustain high-performing teams through trust and collaboration. • Identify and address team dysfunctions and toxic behaviors effectively. • Facilitate conflict resolution and foster a motivating team environment.

1. Zuzi Sochova
sochova.com
From Good to Great
High-Performing
Teams
Join our workshops
a
nd le
a
dership progr
a
m:

2. team
are you?
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What kind of

3. Constellations questions
We openly admit mistakes and ask for help without a fear
We challenge each other’s ideas to
f
ind the best solution—without taking it personally
Once we decide, we all commit—even if the idea wasn’t ours
We hold each other accountable for our promises and team standards
We prioritize team success over individual recognition or personal goals
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Are we a great team?
The Five Dysfunctions of a Team – Patrick Lencioni

4. behavior
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Focus on the

5. Not all environments are healthy
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ORSC - Organization and Relationship Systems Coaching

6. Explore the toxins
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Discuss examples from your team at your organization
Choose toxin that is the most interesting for your table
Create a gesture/song/dance that represent it
Show it to other teams - to guess which toxin it represents

7. Find the antidotes
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Wh
a
t is the good intent behind this toxin?
How is this toxin trying to be useful?
Wh
a
t does it protect me from?
What’s the healthy alternative?

8. con
fl
ict
style
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Know your

9. What’s your con
fl
ict style?
TKI - Thomas Kilmann Con
fl
ict Mode Instrument
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10. “Okay, if that’s what you all want. We can skip it this time.”
The team wants to skip the retrospective to
fi
nish more work.
The Scrum Master believes retrospective is essential but says:
Accommodating
(Low Assertiveness, High Cooperativeness)
Recognize the con
fl
ict style
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11. “It’s not the right time. Maybe someone else will bring it up eventually.”
A team member consistently interrupts others in retrospectives.
The Scrum Master notices, but says nothing.
Avoiding
(Low Assertiveness & Low Cooperativeness)
Recognize the con
fl
ict style
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12. “Let’s try 11 AM for the next sprint and revisit it during the retrospective.”
Team cannot agree on a daily scrum time (mornings, vs. afternoon)
The Scrum Master proposes:
Compromising
(Moderate Assertiveness & Cooperativeness)
Recognize the con
fl
ict style
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13. “Hold a quick meeting to explore the impact, then agree to split the change.”
A stakeholder wants a last-minute change.
The team is concerned about quality.
Collaborating
(High Assertiveness, High Cooperativeness)
Recognize the con
fl
ict style
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14. “We need this feature by the end of the sprint, no matter what.”
Product Owner insists on including a new feature in the sprint
He is completely ignoring the team’s concerns about complexity.
Competing
(High Assertiveness, High Cooperativeness)
Recognize the con
fl
ict style
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15. dominant
con
fl
ict style?
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What’s your

16. Be honest—there’s no “right” answer.
☐ I push for my w
a
y even when others dis
a
gree.
☐ I prioritize results over rel
a
tionships in tough situ
a
tions.
☐ I feel frustr
a
ted when decisions t
a
ke too long or get diluted.
Write down the tot
a
l score for section #1
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#1: Rate yourself from 1 (Rarely) to 5 (Always)

17. Be honest—there’s no “right” answer.
☐ I seek solutions th
a
t s
a
tisfy everyone involved.
☐ I enjoy exploring di
ff
erences to
f
ind better outcomes.
☐ I believe tension c
a
n le
a
d to innov
a
tion if we work through it.
Write down the tot
a
l score for section #2
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#2: Rate yourself from 1 (Rarely) to 5 (Always)

18. Be honest—there’s no “right” answer.
☐ I look for middle ground to resolve issues quickly.
☐ I’m ok
a
y with p
a
rti
a
l wins if it helps move forw
a
rd.
☐ I think pr
a
ctic
a
lity m
a
tters more th
a
n being “right.”
Write down the tot
a
l score for section #3
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#3: Rate yourself from 1 (Rarely) to 5 (Always)

19. Be honest—there’s no “right” answer.
☐ I del
a
y or sidestep uncomfort
a
ble convers
a
tions.
☐ I hope con
f
licts resolve themselves.
☐ I often st
a
y quiet even when something bothers me.
Write down the tot
a
l score for section #4
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#4: Rate yourself from 1 (Rarely) to 5 (Always)

20. Be honest—there’s no “right” answer.
☐ I often give in to others to keep pe
a
ce.
☐ I s
a
y “yes” to
a
void con
f
lict, even when I dis
a
gree.
☐ I put others’ needs
a
he
a
d of my own in dis
a
greements.
Write down the tot
a
l score for section #5
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#5: Rate yourself from 1 (Rarely) to 5 (Always)

21. #1 - Competing
#2 - Coll
a
bor
a
ting
#3 - Compromising
#4 - Avoiding
#5 - Accommod
a
ting
Which mode h
a
s the highest score? The lowest?
Does your domin
a
nt style ch
a
nge in high-stress situ
a
tions?
Which style do you like to use more?
How might your style imp
a
ct your te
a
m rel
a
tionships?
Discus in your group
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What’s your dominant con
fl
ict style?
Use the scores from the previous slides:

22. Awareness
matters
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23. #1: Start with journalling
After e
a
ch signi
f
ic
a
nt con
f
lict or dis
a
greement, write down:
Wh
a
t h
a
ppened?
How did I respond?
Which TKI style w
a
s I using?
Wh
a
t w
a
s the outcome?
Wh
a
t could I h
a
ve done di
ff
erently?
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24. #2: Facilitate workshop: Mapping team styles
Put e
a
ch te
a
m member’s domin
a
nt
a
nd
second
a
ry con
f
lict styles
Where do we cluster?
Where
a
re we missing b
a
l
a
nce?
How does this
a
ff
ect our te
a
m beh
a
vior?
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25. #3: Plan to challenge your habits
B
a
sed on your domin
a
nt TKI style, cre
a
te
a
“che
a
t sheet”:
When I tend to f
a
ll into [style]…
I will try [
a
ltern
a
tive
a
ppro
a
ch]…
My person
a
l red
f
l
a
gs
a
re…
My growth edge is…
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26. high-performing
Teams
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Create environment for

27. As a high-performing team we have
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Statements are from the Rapid Development: Steve McConnell
Mutual Trust
No fe
a
r of politic
a
l g
a
mes or bl
a
me.
Interdependence Among Members
They need e
a
ch other—not just co-exist.
E
ff
ective Communication
F
a
st feedb
a
ck loops, open convers
a
tions, cl
a
rity.
A Sense of Autonomy
Empowered to m
a
ke decisions
a
t the right level.
A Sense of Empowerment
Te
a
m believes it c
a
n in
fl
uence outcomes.
A High Level of Enjoyment
People w
a
nt to come to work
a
nd do gre
a
t things together.
A Shared Elevating Vision or Goal
A unifying purpose th
a
t inspires, more th
a
n
a
b
a
cklog
A Sense of Team Identity
People see themselves
a
s
a
“we,” not just individu
a
ls
a
ssigned to
a
project.
A Results-Driven Structure
Focusing on outcomes, not just being busy.
Competent Team Members
Skills c
a
n be g
a
ined; le
a
rning is ongoing.
A Commitment to the Team
People go the extr
a
mile not out of pressure, but bec
a
use
they c
a
re.

28. support
high-performing teams?
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What can you do to

29. Zuzi Sochova
Join our cl
a
sses
a
nd le
a
dership progr
a
m
sochova.com
Connect with me
sochov
a
.com
http://linkedin.com/in/zuzk
a