1. The Discipline of Teams

2. What is a team?
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Do you agree?

3. What is the best team that you’ve ever been apart of?
What was it like being a member?
What made it such a good team?

4. Groups vs. Teams Strong, focused leader Individual accountability
Purpose = Org mission
Indiv work products
Efficient meetings
Indirect measures
Discusses, decides, delegates
Shared leadership
Ind & mutual accntblty
Team purpose, delivery
Collective products
Open-ended discussion & problem solving
Direct measures
Does real work +

5. Prerequisites for High Performance Teams
Right size (small = action; big=inaction)
Technical/functional expertise
Problem solving & decision making skills
Interpersonal skills

6. Types of Teams Teams that recommend things
getting off to a fast start
handoffs and getting implementation
Teams that make or do things
systems and processes that support “critical delivery points”
Teams that run things
Is real team approach needed?
Team purpose

7. Building Team Performance: Relentless Focus on Performance
Establish urgency, demanding performance standards, and direction
Select members for skill and skill potential, not personality
Pay particular attention to first meetings and actions
Set some clear rules of behavior

8. Building Team Performance - 2
Set and seize upon a few immediate performance-oriented tasks and goals
Challenge the group regularly with fresh facts and information
Spend lots of time together
Exploit the power of positive feedback, recognition, and reward

9. “Hot Groups:” Fast, Focused, and Wide Open
1. People’s feelings about one another don’t much matter
2. Members need diverse but compatible achieving styles
direct, instrumental, and relational
3. They don’t try to live forever
4. Work informally and democratically
5. Work very long hours, but don’t perceive it as work

10. Hot Groups - 2
6. Members work for the group, even when they’re away from it
7. Create self-defining symbols
8. They know they’re hot and like to strut their stuff
9. Performance appraisals disrupt their work
10. Individual incentives don’t help
11. Make real enemies and often create imaginary ones.
12. Tend to work obsessively, often secretively