This document discusses high performance teams, including their characteristics, how to create them, and their importance. Key points: - High performance teams share common goals and hold each other accountable to achieve outstanding results. - They are characterized by trust, clear goals and expectations, constructive conflict management, and mutual respect. - Creating high performance teams involves making people feel safe, that their work matters, and frequently appreciated while also holding them accountable. - Their goals should be specific and binary to reduce ambiguity and conflict. - High performance teams drive innovation, take action, influence change, collaborate, and sustain inclusion.

1. Chapter 3
Implementing Performance Management
By – Sheetal Wagh

2. Sub Topic: High Performance Teams
 Concept of High Performance Teams
 Its Characteristics
 Creating High Performance Teams
 Process of creating High Performance Teams
 Importance of High Performance teams

3. Concept of High Performance Teams
A high performing team is a group of people who share a common vision,
goals, metrics and who collaborate, challenge and hold each other
accountable to achieve outstanding results.
You know a high performing team because the members:
Have a clear and vision of where they are headed and what they want to
accomplish.

4. Members of High- Performance teams:
 Demonstrate a blend of professional expertise and personal
creditability
 Hold themselves and each other accountable for the broader impact of
their actions, forgoing “turf wars”
 Are skillful, candid communicators, balancing advocacy with openness
to other’s ideas

5. Characteristics of High-Performance Teams
People have solid and deep trust in each other and in the team's
purpose -- they feel free to express feelings and ideas.
Everybody is working toward the same goals.
Team members are clear on how to work together and how to
accomplish tasks.
Everyone understands both team and individual performance goals
and knows what is expected.
Team members actively diffuse tension and friction in a relaxed and
informal atmosphere.
The team engages in extensive discussion, and everyone gets a
chance to contribute -- even the introverts.

6. Disagreement is viewed as a good thing and conflicts are managed.
Criticism is constructive and is oriented toward problem solving and
removing obstacles.
The team makes decisions when there is natural agreement -- in the
cases where agreement is elusive, a decision is made by the team lead or
executive sponsor, after which little second-guessing occurs
Each team member carriers his or her weight and respects the team
processes and other members

8. Creating High Performance Teams
1. People need to feel safe in the workplace.
Of course, people need to know that they're physically safe. But they also need to
know that they are emotionally and psychologically safe.
A winning culture must include an environment where people know that they will not
be attacked emotionally, and they need to know that they can openly and safely share
ideas.
2. People need to feel that they belong to something that matters.
As humans, we naturally seek out something bigger than ourselves to belong to. We
can help fulfill this deep, human need by creating a workplace where people are
inspired by the work we do, and can see how their work is tied to the big picture.
Knowing how important this sense of belongingness is, when taking on new team
members, we should also pay close attention to whether or not a person would be a
good fit for our culture. If a person doesn't feel that they fit in, they could quickly
become disengaged.

9. 3. People need to be appreciated frequently and authentically.
People need to be appreciated for the tasks they accomplish, for their ability to
display emotional mastery, and for their ideas.
Leaders of the most successful teams create a culture of catching people doing
well in all three of these areas and they make it a point to offer some type of
specific, genuine praise at least once every 7-10 days, like, "John, I really
appreciate the way you handled the situation yesterday with the ABC client. It
would have been easy to get frustrated, but you stayed cool and positive. I'm glad
you're on the team."
We can take the power of appreciation to the next level by making sure that we
have a conversation at some point with each team member to find out how they
like to receive appreciation. One person may like public recognition. Another may
prefer a simple written thank you.

10. 4. Appreciation needs to be combined with accountability.
Talented people don't want to be on a mediocre team. Appreciation is vital for
creating a culture of excellence, but so is accountability.
Every member on a team needs to have clear expectations set forth and know
who is accountable for what. Winning teams create a sense of mutual
accountability, and have systems in place to regularly measure progress towards
goals and determine what the team can do to ensure goals are met.
5. Goals need to binary.
Ambiguity will result in mediocrity.
High performing teams set very specific, binary goals. A binary goal is either
achieved, or it isn't. There is no ambiguity or subjectivity.
In addition to making expectations more clear, binary goals also reduce personal
conflicts. Instead of having conversations like, "I don't think you did as well on
this as you could have," which is open for debate, the conversation is simply,
"Sales were not improved by the goal of 5% this quarter. What do we need to do
to hit the goal next time?"

11. Process of creating High Performance Teams

12.  Focus on Collective Performance
 Build Collaboration out of conflict
 Keep the team focused and informed on its goals
 Create a positive culture
 Empower the team
 Model own values
 Take a periodic timeout

13. Importance of High Performance Teams
Drives Innovation and thought
Action-oriented
Influences change
Establishes Collaborative relationships
Sustains Interdependence and Inclusion

14.  Drives innovation and thought: A high performance team looks beyond
the present mental model and challenges the status quo. Its motto is to
create future, not to react to it
 Action-oriented: High performance teams and their members
systematically try new approaches to find out how to move forward, and they
take actions that produce results
 Influences change: They think ahead of curve and are quick to seize new
opportunities
 Establishes Collaborative Relationships: They actively cultivate a
network of contacts at all levels in its organization, in customers or client
companies, as well as professional and industry organizations
 Sustains Interdependence and Inclusion: They do this by attempting
barriers that hold back less powerful participants from expressing their
thoughts and feelings