Building High Performing Teams
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Transcript of Building High Performing Teams
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Building High Performing Teams
Facilitated by
Marion Stone
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Agenda
1. Definition of a Team
2. Team Growth
3. Developing ‘High Performance’– Leadership– Membership– Methods of working together
4. Team Maintenance
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DEFINITION OF A TEAM1.
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Group vs. Team
Working Together
• Complementary effort by a group of people e.g. lifting something, stuffing envelopes
Team
• Cooperative effort require to carry out a joint task e.g. maintenance crews, project teams
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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, strugglesstruggles, collaboration, clear roles, quality control
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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 Carnegie
TEAM = Together Everyone Achieves More
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TEAM GROWTH2.
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Tuckman’s 4 Stages of Team Development
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Forming
Characterised by;• A desire for acceptance• Avoiding controversy or
conflict• Being busy with routines
and team organisation• Superficial communication
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Storming
Characterised 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
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Norming
Characterised 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
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Performing
Characterised by;• Interdependence• Flexibility• High morale• Common group identity• Autonomous operation
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Questions
Why 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 going forward?
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DEVELOPING HIGH PERFORMANCE3.
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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?
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Ingredients of High Performance
1.Leadership – build team, provide direction an inspire to a common purpose
2.Membership – clear roles3.Methods of working together – common
ways of doing things (problem solving, decision making and innovative thinking)
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1. Leadership
Roles of a leader – Inspire to a common purpose, provide direction by setting group and individual goals
Inspire to a common purpose, provide direction by setting group and individual goals
Know your people
Know your people
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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
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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?
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Examples• School District #77 wants happy and healthy
students. To that end, the district's 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.
• McDonald's vision is to be the world's 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
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Break it down
Goal 1: Obtain a Customer Satisfaction rating of 98% on the internal stakeholder satisfaction survey
Measure: Customer Satisfaction Rating
Action Steps Who By When Resources
Summarise scorecard results Sally & Achmat
9 August
Review scorecard with each stakeholder to check where needs and expectations are not being met
Sally & Achmat
30 Sep Administrative support to set up meetings
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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’
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Belbin Team Roles (Styles)
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Social Styles (Motivation)
Ask – directed Assertiveness
Tell – directed Assertiveness
People – directed Responsiveness
Task – directed Responsiveness
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Social Styles
Personality StylePersonality Style Driver Expressive Amiable Analytical
Talking Gets to the point Likes to tell stories
Doesn’t offer opinions
Precise speech
Listening Gets impatient Doesn’t get details Sympathetic listener
Seeks out facts
Handshake Firm Enthusiastic Gentle Brief
Personal Space Maintains space Likes to be close Likes hugs, pat on back
Avoids touching
Movements Bold Quick Slow Controlled
Workspace Displays awards Cluttered Displays photos Organized
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Team Skills
Skills Thandi John Sam
Report writing 5 3 3
Customer liaison 3 5 2
Making presentations
3 5 3
Data analysis 3 2 4
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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
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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
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TEAM MAINTENANCE4.
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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
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Team assessment
Are you all heading in the same direction?•Vision & goals•Roles & responsibilities•Objectives & performance•Commitment
How do you work together?•Open communication•Involvement•Teamwork & accountability•Recognised for contributions•Positive inter-team relationships
How do you organise and use your resources?•Workload & efficiency•Planning & monitoring•Processes & procedures•New ideas & improvement
Do you have what you need to get the job done?•Skills & knowledge•Information•Tools & equipment•Feedback•Empowered
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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
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Client History
• Vital Health Foods – Food Manufacturing• Elex Khanyisa – Electrical testing• Mazars – Accountants• Netcare – Healthcare• Pesto Princess – Food Manufacturing• Bergstan – Consulting Engineers
SABPP
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What next?
• Ask me for details of my ½ day Strategy sessions• Visit my website for more information & resources
www.cornerstoneconnections.co.za• Sign up for an informative, free monthly
newsletter on my homepage or by leaving me your card.
• Connect with me via my LinkedIn profile
www.cornerstoneconnections.co.za 34