Building High Performing Teams


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Learn about building high performing teams that enhance productivity and morale.

Building High Performing Teams

  1. 1. Building High Performing Teams Facilitated by Marion Stone
  2. 2. Agenda1. Definition of a Team2. Team Growth3. Developing ‘High Performance’ – Leadership – Membership – Methods of working together1. Team Maintenance
  4. 4. Group vs. TeamWorking Together Team• Complementary effort by a • Cooperative effort require group of people e.g. lifting to carry out a joint task e.g. something, stuffing maintenance crews, envelopes project teams
  5. 5. Definition of a Team• Working towards a shared purpose or goal• Complementary skills• Sharing responsibility• Interdependence• Collaborative decision making – acting as a unit• Characterised by participation, trust, communication, struggles, collaboration, clear struggles roles, quality control
  6. 6. Definition of a Team "None of us is as smart as all of us." Ken Blanchard "Teamwork is the ability to work together toward a common vision. It is the fuel that allows common people to attain uncommon results." Andrew CarnegieTEAM = Together Everyone Achieves More
  7. 7. 2.TEAM GROWTH
  8. 8. Tuckman’s 4 Stages of Team Development
  9. 9. FormingCharacterised by;• A desire for acceptance• Avoiding controversy or conflict• Being busy with routines and team organisation• Superficial communication
  10. 10. StormingCharacterised by;• Competition and confrontation between different ideas and perspectives• Issues or ‘stormy waters’ forces more authentic communication• Brewing conflict• A need for clarity on roles and direction
  11. 11. NormingCharacterised by;• The emergence of a common goal and the rules of engagement• Resistance is overcome• A greater understanding of one another’s skills and experience• More effective listening and communication
  12. 12. PerformingCharacterised by;• Interdependence• Flexibility• High morale• Common group identity• Autonomous operation
  13. 13. QuestionsWhy would teams go back to norming &storming stages?Useful questions –What will it take to move the Team to‘performing’?What needs our immediate attention goingforward?
  15. 15. What produces High Performance?• The average work group and the exceptional team can be compared to two horses; both with the same muscles, leg and lungs. One is an ordinary riding horse and the other a winner of the Durban July• What makes them different?
  16. 16. Ingredients of High Performance1.Leadership – build team, provide direction an inspire to a common purpose2.Membership – clear roles3.Methods of working together – common ways of doing things (problem solving, decision making and innovative thinking)
  17. 17. 1. LeadershipRoles of a leader – Inspire to a common purpose, provide direction by setting group and individual goalsKnow your people
  18. 18. Purpose & Direction• "Would you tell me, please, which way I ought to go from here?" "That depends a good deal on where you want to get to," said the Cat. "I don’t much care where--" said Alice. "Then it doesn’t matter which way you go," said the Cat. "--so long as I get SOMEWHERE," Alice added as an explanation. "Oh, you’re sure to do that," said the Cat, "if you only walk long enough.“ Alice in Wonderland• Direction engagement motivation performance
  19. 19. Questions for Purpose (Mission)• What is our team’s job• What organistional goals do we support?• How do we add value?• What would happen if we were not there?
  20. 20. Examples• School District #77 wants happy and healthy students. To that end, the districts personnel strives, through a coordinated school health program, to provide students with experiences that are designed to motivate and enable them to maintain and improve their health.• McDonalds vision is to be the worlds best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile
  21. 21. Break it downGoal 1: Obtain a Customer Satisfaction Measure: Customer Satisfactionrating of 98% on the internal stakeholder Ratingsatisfaction surveyAction Steps Who By When ResourcesSummarise scorecard results Sally & 9 August AchmatReview scorecard with each Sally & 30 Sep Administrativestakeholder to check where Achmat support to set upneeds and expectations are meetingsnot being met
  22. 22. 2. Membership• Know your people’s strengths and work with them• People are more effective performing in a way that is natural to them• Create a ‘Team Profile’
  23. 23. Belbin Team Roles (Styles)
  24. 24. Social Styles (Motivation) Task – directed ResponsivenessAsk – directed Tell – directedAssertiveness Assertiveness People – directed Responsiveness
  25. 25. Social StylesPersonality Style Driver Expressive Amiable Analytical Talking Gets to the point Likes to tell Doesn’t offer Precise speech stories opinions Listening Gets impatient Doesn’t get details Sympathetic Seeks out facts listener Handshake Firm Enthusiastic Gentle Brief Personal Space Maintains space Likes to be close Likes hugs, pat on Avoids touching back Movements Bold Quick Slow Controlled Workspace Displays awards Cluttered Displays photos Organized
  26. 26. Team SkillsSkills Thandi John SamReport writing 5 3 3Customer liaison 3 5 2Making 3 5 3presentationsData analysis 3 2 4
  27. 27. 3. Methods of Working Together• How will you communicate?• How will you manage meetings?• How will you problem solve?• How will you resolve conflict and disagreements?• Scope of authority – What decisions can be made without consultation and which require involvement
  28. 28. Significance• How attracted are you to staying for an extra hour? (Scale of 1 to 10)• What caused you to write that answer?• What would have to change in order to raise the number
  30. 30. Symptoms• Low morale• Lost sense of purpose, direction• Communication is superficial• Signs of mistrust• Low enthusiasm• Development of cliques and sub groups• Complaints about your leadership
  31. 31. Team assessment How do you organise and Do you have what you use your resources? need to get the job done? •Workload & efficiency •Skills & knowledge •Planning & monitoring •Information •Processes & procedures •Tools & equipment •New ideas & improvement •Feedback •EmpoweredHow do you work together?•Open communication•Involvement•Teamwork & accountability•Recognised for Are you all heading in thecontributions same direction?•Positive inter-team •Vision & goalsrelationships •Roles & responsibilities •Objectives & performance •Commitment
  32. 32. Cornerstone Connections • Cornerstone Connections was born out of a desire to enable organisations to achieve their goals by unlocking the motivation & performance of their employees.• The focus of Cornerstone since 2006 has been on supporting small & mid sized organisations in the greater Cape Town area with a focus on technical industries• Cornerstone Connections is the umbrella under which Marion Stone offers performance consulting, organisational development and facilitated workshops
  33. 33. Client History• Vital Health Foods – Food Manufacturing• Elex Khanyisa – Electrical testing• Mazars – Accountants• Netcare – Healthcare• Pesto Princess – Food Manufacturing• Bergstan – Consulting Engineers SABPP
  34. 34. What next?• Ask me for details of my ½ day Strategy sessions• Visit my website for more information & resources• Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card.• Connect with me via my LinkedIn profile 34