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Building High-Performance Teams – Cracow Translation Days 2013

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Everybody is talking about teams. And how important teamwork is. But what exactly is a team? And how can you build and manage a »High-Performance Team«? In this presentation I asked CEOs and thought leaders in the translation industry, what they think about teams and leadership. I explain what a team is from a sociological point of view, check if teams have a »secret« life cycle, explain how to identify team potentials and explain the key components in building high-performance teams.

Published in: Business, Technology

Building High-Performance Teams – Cracow Translation Days 2013

  1. 1. Photo © dziewul www.tracom.de • @stefangentz • facebook.com/stefan.gentz by Stefan Gentz, tracom.de • @StefanGentz Cracow Translation Days • 9 September 2013 • Tyniec, Cracow • #Cracow2013 Building High-Performance Teams Benedictine Abbey, Tyniec Cracow Translation Days | 6–8 September 2013 www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  2. 2. @stefangentz at #Cracow2013: Your voice matters! #teams Let's make this event trending!
  3. 3. twitter: @stefangentz facebook: fb.com/stefan.gentz LinkedIn: linkedin.com/in/stefangentz Stefan Gentz
  4. 4. Quotes
  5. 5. James P. Womack Research director of the International Motor Vehicle Program at the MIT in Cambridge, Massachusetts »Today we know that the key is not the organizational chart but the behavior of the project leader.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  6. 6. Dave Brandon Director of Intercollegiate Athletics, University of Michigan Formerly Chairman of the Board, Chief Executive Officer and Manager of Domino's Pizza »If your corporate teams screw up, you can't make them run extra laps.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  7. 7. Jonathan Nightingale, Vice President, Firefox Engineering »Software is made of people. A well-run team can out‑think, out-code, and out-ship any individual hacker.« www.tracom.de • @stefangentz • facebook.com/stefan.gentz
  8. 8. Your Quotes!
  9. 9. Laurenţiu Constantin Managing Partner, TIS.ro »You can only be part of an orchestra when you like the sound of your own music surrounded by the joined sounds of your fellow musicians.«
  10. 10. Yulia Akhulkova Head of Translation Department, ITI International Translation & Informatics Ltd. »Mutual goals, bright flexible minds, continuous financing!«
  11. 11. Richard Brooks CEO, K International plc. »You cannot be an effective leader until you understand yourself.«
  12. 12. Robert Etches CIO, TextMinded Danmark / Vice-Chairman, GALA »Without leadership and passion even the best of teams is going nowhere and will produce nothing of value.«
  13. 13. Danilo Monaco Director of Strategic Suppliers, Arancho Doc Group »I want people in my teams to know that asking for forgiveness is better than asking for permission.«
  14. 14. Craig Buckstein Partner & CEO, GENEVAWORLDWIDE, INC., President Association of Language Companies (ALC) »Team building requires trust, support, encouragement, and most importantly, happy hour!«
  15. 15. Confusing! Is there nothing easier?
  16. 16. Sure!
  17. 17. Alice Krige as the Borg Queen In »Star Trek: First Contact« »We are a team. Resistance is futile.«
  18. 18. What is a team?
  19. 19. A long time ago …
  20. 20. … the first success story: a team!
  21. 21. I hateteamwork! But not everyone likes it.
  22. 22. And it took some time …
  23. 23. to understand …
  24. 24. that teams are more fun …
  25. 25. with a little bit of strategy …
  26. 26. and some rules.
  27. 27. What makes a team today?
  28. 28. At least two individuals …
  29. 29. add individual capacities and …
  30. 30. create interdependencies.
  31. 31. A team is a capacity pool.
  32. 32. Individual Identity Me
  33. 33. Individual Identity You
  34. 34. Individual Identity ≠ Team Identity Me You Team
  35. 35. Team identity is an umbrella identity
  36. 36. Internal communication
  37. 37. External communication
  38. 38. Structures are task-oriented
  39. 39. Structures are goal-oriented
  40. 40. Act Check Do Plan Periodic efficiency check-up
  41. 41. Let's sum up:
  42. 42. A team has at least two members1
  43. 43. A team has at least two members1 Team members add individual capacities2
  44. 44. A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3
  45. 45. A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3 Individual identity ≠ team identity4
  46. 46. A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3 Individual identity ≠ team identity4 Teams develop internal communication5
  47. 47. A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3 Individual identity ≠ team identity4 Teams develop internal communication5 Teams develop external communication6
  48. 48. A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3 Individual identity ≠ team identity4 Teams develop internal communication5 Teams develop external communication6 Team structures are task- and goal-oriented7
  49. 49. Christopher Mabey and Sally Caird, Building Team Effectiveness A team has at least two members1 Team members add individual capacities2 Individual capacities create interdependencies3 Individual identity ≠ team identity4 Teams develop internal communication5 Teams develop external communication6 Team structures are task- and goal-oriented7 Teams check efficiency periodically8
  50. 50. The Dimensions of a Team
  51. 51. The 6 Dimensions of a Team
  52. 52. Experi- ence Experience – we are a team!
  53. 53. Tasks Experi- ence Tasks – mutual goals unite!
  54. 54. Image Tasks Experi- ence Image – loser or winner team?
  55. 55. Crisis Image Tasks Experi- ence Crisis – as a team building driver
  56. 56. Process Crisis Image Tasks Experi- ence Process – cross-departmental
  57. 57. Results Process Crisis Image Tasks Experi- ence Results – goals vs. individuals
  58. 58. Do teams have a »Life Cycle«?
  59. 59. Bruce Wayne Tuckman »Developmental Sequence in Small Groups«
  60. 60. The Stages of Team Development
  61. 61. Forming • Warm-up phase • Team organization • Polite, comfortable, no conflicts • Purposeless Stages of Team Development
  62. 62. Storming Forming Stages of Team Development • Minor confrontations arise • Getting into the real issues (vs. remaining comfortable) • Frustration, resistance • Cliques
  63. 63. Norming Storming Forming Stages of Team Development • Established »rules of engagement« • Established tasks and responsibilities • Established communication • Capacity pool experience • Change resistance comes up
  64. 64. Performing Norming Storming Forming Stages of Team Development • Not all groups reach this stage! • Foundation of trust and experience • Roles and responsibilities can change • High team identity, loyalty morale • Team task-oriented
  65. 65. Adjourning Performing Norming Storming Forming Stages of Team Development • Completion and disengagement from task and team • Positive or negative experience!
  66. 66. Identifying team potential
  67. 67. Skill Level Team Communication ImageLeadership Process Results Young Teams
  68. 68. Skill Level Team Communication ImageLeadership Process Results Developed Teams
  69. 69. Skill Level Team Communication ImageLeadership Process Results High-Performance Teams
  70. 70. Key Components in High-Performance Teams
  71. 71. Participative leadership1
  72. 72. Participative leadership1 Effective decision-making2
  73. 73. Participative leadership1 Effective decision-making2 Clear goals3
  74. 74. Participative leadership1 Effective decision-making2 Clear goals3 Open, clear communication4
  75. 75. Participative leadership1 Effective decision-making2 Clear goals3 Open, clear communication4 Team goals individual goals5
  76. 76. Participative leadership1 Effective decision-making2 Clear goals3 Open, clear communication4 Team goals individual goals5 Professional conflict management6
  77. 77. Participative leadership1 Effective decision-making2 Clear goals3 Open, clear communication4 Team goals individual goals5 Professional conflict management6 Defined roles and responsibilities7
  78. 78. Participative leadership1 Effective decision-making2 Clear goals3 Open, clear communication4 Team goals individual goals5 Professional conflict management6 Defined roles and responsibilities7 Coordinative relationship8
  79. 79. The most important one for me is:
  80. 80. Craig Buckstein Partner CEO, GENEVAWORLDWIDE, INC., President Association of Language Companies (ALC) Happy Hour
  81. 81. Thank You!
  82. 82. twitter: @stefangentz facebook: facebook.com/stefan.gentz LinkedIn: linkedin.com/in/stefangentz Stefan Gentz

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