1. Welcome

2. Developing High Performance Teams

3. What we will Cover High Performance Team Definition Roles Purpose
Interaction

4. High Performance Teams
Shared
Responsibility
Good
Communication
Aligned on purpose
Creative
Talents
High Performance Teams
Mutual Trust
Future focused
Participative
Leadership
What can organizations or managers do to create high-performance work teams?
Research undertaken on effective teams has concluded that there are several characteristics that make an effective team.
Teams must have a clear understanding the goal and a belief that it embodies a worthwhile or important result.
Teams must be unified in their commitment to the result.
There must be good communication between team members. This includes the ability to discuss openly any conflicts or issues.
Team members must believe in each members integrity, character and ability--team trust.
Team members need to have effective leadership--and this doesn’t mean controlling or directing. It is important for teams to be guided and supported.
The climate for the team to work in must be supportive--both internal to the team and external. This includes proper training and performance systems.
Team members will need to be flexible and continually make adjustments. As a consequence members will need negotiating skills in order to confront and deal with problems.
And it is critical that the team composition have the relevant skills to not only accomplish the task but to do it in a positive way. The skills include both technical and interpersonal skills.
Rapid
Response
Focus on Results 25

5. Team Performance Curve

6. Becoming a Real Team
A group of people working together does not equate to a team
Working groups: Rely on the sum of “individual bests” for their performance.
Focus on individual performance and accountability.

7. Becoming a Real Team ( Cont…)
Real team: Consists of a small number of people with complementary skills who are equally committed to a common purpose, goals and working approach for which they hold themselves mutually accountable
High performance team: This group goes beyond a real team in that members are also deeply committed to one another’s personal growth and success

8. Becoming a Real Team ( Cont…)
Pseudo team: People commit to various risks - conflict, joint work products and collective action necessary to build a common purpose and mutual accountability
Potential team: There is a significant incremental performance need. The group is really trying to improve the performance

9. Assess your Group’s Current Situation
Are you small enough in number?
Do you have adequate levels of complementary skills and skill potential?
Do you have a broader, meaningful purpose that all members aspire to?

10. Assess your Group’s Situation
Do you have a specific set of performance goals agreed upon by all?
Is the working approach clearly understood and commonly agreed upon?
Do you hold yourselves individually and mutually accountable for the group’s results?

11. Building Team Performance
Establish urgency, demand performance standards and direction
Members should be selected for skill and skill potential-Pay particular attention to first meetings and actions
Set clear rules of behaviour
Set immediate performance-oriented tasks and goals
Challenge the group with fresh facts and information
Spend lots of time together
Exploit the power of positive feedback, recognition, and reward
Source: Katzenbach & Smith

12. Selecting the High Performance Team
Purpose and mission
Stage
Goals
Emotional Intelligence
Roles
Selection
Criteria

13. Emotional Intelligence
Work description
New role or backfill
Selection Considerations
Emotional Intelligence
Team Involvement
Together before?

14. Reinvigorate Mature Teams
Reconnect team with vision, mission and core values
Involve team in robust self-review
Get customer feedback
Rotate team roles where possible and practical
Foster a culture of continuous improvement