Voor kritische internationale projecten is het cruciaal om over een High Performance team te kunnen beschikken. Het team realiseert immers de optimale balans tussen risico, kosten en prestaties. Het samenstellen en vasthouden van zo’n team is echter niet eenvoudig. Hoe bouw je een High Performance team? En hoe zorg je dat het optimaal functioneert? In dit webinar neemt Roland Dols u mee in een praktijkvoorbeeld van een internationaal Asset Performance Management project in een raffinaderij en petrochemische installatie.

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BUILDING A HIGH PERFORMANCE TEAM

2. HIGH PERFORMANCE TEAM
How do you build a successful international High Performance team?
Roland Dols
Stork Asset Management Technology

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Introduction
Context
International High Performance Team
• definition
• building and development
• leadership
Game Changer
Resume
INDEX

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APM
Perfor-
mance
RiskCost
HOW TO BUILD A
HIGH PERFORMANCE TEAM

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ASSET PERFORMANCE MANAGEMENT IMPLEMENTATION
AT REFINERY & PETROCHEMICAL PLANT
July 8, 2020 Page 5
• 1 project
• 4 contract parties
• 3½ years lead time
• 7 nationalities
• operating from multiple countries

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“HPTs consistently satisfy the needs of customers, employees, investors and others in its
area of influence’’ and as a result “these teams frequently outperform other teams that
produce similar products and services under similar conditions and constraints’’.
“HPTs are purposeful, social, human oriented, technical and systematical’’.
by E. Kur (1996)
HIGH PERFORMANCE TEAM
DEFINITION

7. July 8, 2020 Page 7
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT – 5 STAGES
July 8, 2020 Page 7

8. July 8, 2020 Page 8
Purpose
• form a working group
Process
• knowledge and behavioral skills
• personal and conscious choice
• objective and timeline
• trust and a safe environment
Result
• immature and dependent group
Emotion
• enthusiasm and uncertainty
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT - FORMING

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Purpose
• build a pseudo team
Process
• creating conflicts
• training ‘Intercultural Communication’
• assessment
Result
• fractional group
• aware of everyone's qualities
• dealing with feedback and conflicts
Emotion
• anger and frustration
results
responsibility
involvement
conflicts
trust
diagnosis model P. Lencioni
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT - STORMING

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Purpose
• one team from Stork and Customer
Process
• Project Initiation Document
• organization chart
• monitoring ‘team energy’
Result
• sharing team; onboarding process
• supported work and behavioral agreements
• project KPI
Emotion
• really want to join this team!
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT - NORMING
July 8, 2020 Page 10

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Purpose
• effective cooperation - loyalty – spirit
Process
• operate autonomous
• balance Social & Business
Result
• successful achievement of objectives
• ‘guide from the side’
• trust and commitment
Emotion
• proud
• attention to each other
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT - PERFORMING
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Purpose
• ceremonial acknowledgement of success
Process
• disbanding group
• Project Evaluation Document
Result
• knowledge preservation/transfer
• truly empowered team
• self-evaluation
• joint publication and conference
Emotion
• sadness
HIGH PERFORMANCE TEAM
BUILDING AND DEVELOPMENT - ADJOURNING
July 8, 2020 Page 12

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'What' did I do ‘How' and ‘Why' as a Project Manager?
• complete the first three development phases
• trigger to improvement
• aligning and connecting
And ‘What’ has been achieved with this?
• work and behavior agreements
• conflicts managed
• clear team goal
• increased contract value
• fun within the team
contract signing
contractvalue
intended contract value
High Performance team
regular team
contract end
dysfunctional team
time
HIGH PERFORMANCE TEAM
LEADERSHIP

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GAME CHANGER
COVID-19 PANDEMIC
July 8, 2020 Page 14
Root cause
• COVID-19 restrictions
Countermeasure
• returned to Forming Storming Norming phase
Result
• Contingency Plan in PID
• no idle time; working completely remotely
Challenge
• APM Extended Training Program

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• the question: does this fit with me or not?
• successful HPT together with Customer
• demonstrable increased results
• individual results linked with Customer objectives
• COVID-19 well endured by strong HPT foundation
attention to joint results
make and keep each other accountable
commit to shared goals and agreements
cultivate the ability to engage in constructive
conflict
discuss vulnerabilities and build trust
diagnosis model P. Lencioni
RESUME

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Questions
Via Q&A
Sustainable Performance Improvement
Or get in touch with
our Subject Matter Expert:
Roland Dols
roland.dols@Stork.com
+31 6 53 57 47 95
WEBINAR
HIGH PERFORMANCE TEAM

17. July 8, 2020 Page 17
• KIT Royal Tropical Institute, Amsterdam.
• Kur, E. (1996), “The faces model of high performing team development’’, Leadership &
Organizational Development Journal, Vol. 17 No. 1, pp. 32-41.
• Lencioni, P. (2002), “The five dysfunctions of a team: A leadership fable (1st ed.)”, San
Francisco: Jossey-Bass.
• Lencioni, P. (2005), “Overcoming the Five Dysfunctions of a Team”, Jossey-Bass.
• Stork Knowledge Online; SME & Knowledge Community Definitions, Guidelines and
Expectations.
• Tuckman, B. and Jensen, M. (1977), “Stages of small group development revisited’’, Group
and Organisational Studies, Vol. 2 No. 4, pp. 419-27.
REFERENCES

18. THANK YOU
FOR YOUR ATTENTION