1. Constructive Challenge Innovation and Originality
HPT Wheel
Mutual Support
and
Coaching
Constructive Challenge
Alignment
Innovation and Originality
Accountability
Responsibility
Decisive,
Coordinated
Action
Accomplishment
Team
Commitment
Effectiveness in
Breakdowns
Nine Features of a
High Performance
Team

2. Definitions Our Goal: To become a High-Performing Self-Directed Team
Group - a collection of individual who have something in common
Team - a group of two or more people who work in concert to achieve a common goal
High-Performing Team - a team producing extra-ordinary results
Self-Directed Team - a team having responsibility and authority for managing its day-to-day activities
Our Goal:
To become a High-Performing Self-Directed Team

3. High Performing Teams (HPT):
Have a common vision
Share purpose (mission) and goals
Share responsibility and ownership for work and success, and hold one another accountable
Have a passion for results
Develop, maintain and improve processes to structure their work
Establish and adhere to operating norms and periodically review and modify them
Foster a sense of belonging. People feel “I’m a member of the team and I make a difference”
Enjoy their work!

4. Teams are able to produce when team members:
have a shared purpose and ownership cause people to invest more of themselves than they otherwise might;
provide support, encouragement, social inter-action and marvelous learning opportunities;
have common practices and known processes are efficient;
build on diversity and complementary skills and abilities; and
provide natural “checks and balances.”

5. Teams fail when team members do not:
understand or accept team’s purpose or goals;
know their roles or responsibilities;
understand how to complete their tasks (process) or how to work as a part of the team (norms); and
have the needed technical or teaming skills, or the resources.

6. We should: How do we build an HPT? create a shared vision;
define team mission and goals;
select and train team members;
get the team to participate in goal-setting;
define work processes, and setting norms;
provide tools and other needed resources;
coach for excellence; intercede when appropriate; and
encourage continuous improvement.

7. How do we build an HPT? Self-Directed Teams
require leadership, both informal and formal;
share leadership, responsibility, and ownership;
rely on team members’ willingness to lead;
solve problems, resolve conflicts, and make decisions within their scope of control; and
ask for help.
Teams do not succeed on the talents of a few, but on the contributions of all

8. Constructive Challenge Innovation and Originality
HPT Wheel
Mutual Support
and
Coaching
Constructive Challenge
Alignment
Innovation and Originality
Accountability
Responsibility
Decisive,
Coordinated
Action
Accomplishment
Team
Commitment
Effectiveness in
Breakdowns
Nine Features of a
High Performance
Team

9. Nine Characteristics of HPTs
At the heart of high performance is the ability and willingness of the team to commit itself to take a stand for that which is beyond business as usual.
Only through open and honest expression can teams achieve the highest levels of teamwork and performance.
In order to achieve extraordinary results, it is critical that all team members work together toward common goals, not individual agendas.
Achieving unprecedented results requires inventing new possibilities. Team members must find innovative ways to work around or through traditional barriers to performance.
Team Commitment
Constructive Challenge
Alignment
Innovation and Originality

10. Nine Characteristics of HPTs
Team members are accountable for their individual results and responsible for the success of the whole. They refuse to ignore issues and concerns which may not lie in their individual area of accountability.
Team members are skilled at coordinating clear actions, and they use tools to maintain their coordination.
Team members and facilitators create a sense of accomplishment throughout the process, rather than waiting until the end of the project to see what, if anything, they have accomplished.
Rather than hoping to avoid them, they know that problems are inevitable and use breakdowns to create breakthroughs, rallying points for teamwork and innovation.
Team members recognize they all have areas of improvement, and work to improve their own and each others.
Accountability & Responsibility
Decisive, Co-ordinated Action
Accomplishment
Effectiveness in Breakdowns
Mutual Support & Coaching

11. The “Drift” from High Performance
HPT Characteristic
Drift
Team commitment
Straight Talk
Alignment
Possibility, Resourcefulness,
and Enrollment
Accountability/Responsibility
Decisive, Coordinated Action
Team fails to make meaningful commitments or cannot mobilise or organise to meet them; other priorities and crises take precedence
Hidden agendas, lack of self-expression; being “nice” rather than being honest
Competing goals and agenda; compliance with something you don’t believe in, resistance to change, no real shared purpose or strategy
Being stopped by “barriers”, duplicating solutions that worked in the past, or repeating actions that didn’t work in the past
No one is accountable for results; turf issues (e.g., “that’s not my job”); people avoiding problems that occur in someone else’s area
People talking about what needs to be done without making clear requests and assignments; team members not informing each other of their plans (runaway drivers)

12. The “Drift” from High Performance
HPT Characteristics
Drift
Accomplishment and
Acknowledgement
Effectiveness in Breakdowns
Mutual Support
Coaching
Waiting until the results are in to see if there’s anything to celebrate, months of work with little sense of accomplishment, resignation (“we’ll never get there”)
Teamwork falls apart and people start blaming each other without realizing they are in a breakdown and there is possibility for a breakthrough
Peaceful, unproductive coexistence (e.g., “you don’t call me on my stuff and I won’t call you on yours”) or turf battles, competition at the expense of collaboration
Covert or unspoken criticism; complaining to someone else about the person’s effectiveness; seeing ineffective behaviors as un-changeable or intentional