Highly Functioning Teams Deliver High Performance! What is .... Curt Archambault-min.pdf · Highly...
Transcript of Highly Functioning Teams Deliver High Performance! What is .... Curt Archambault-min.pdf · Highly...
CURT ARCHAMBAULT
People and Performance Strategies
Highly Functioning Teams Deliver High Performance!
What is Your Plan?
Avoid revisiting topics because of a lack of BUY-IN
Tap into skills and opinions of ALL MEMBERS
Are MORE FUN to be on!
Make better DECISIONS
Avoid wasting TIME & ENERGY on politics & conflict
YOUR COMPETITIVE ADVANTAGE
Unhealthy competition
LACK OF TRUST
ME Focused
Finger-pointing
Pessimism Few Opportunities to Learn
Poor Results!
Blame
CHARACTERISTICS OF A DYSFUNCTIONAL TEAM
“Not finance. Not strategy. Not
technology. It is teamwork that
remains the ultimate competitive
advantage, both because it is so
powerful and so rare.”
Patrick Lencioni
TRUSTGoal-Focused
Accountability
Optimism
Learning Environment
Results!
Support
Healthy Conflict
Transparency
Direct
CHARACTERISTICS OF A COHESIVE TEAM
When team members are genuinely transparent and honest with
one another, they are able to build vulnerability-based trust.
noun |ˈtrəst
THE FOUNDATION
Experience Building Vulnerability-Based Trust
1. Where did you grow up?
2. How many siblings did you have and
where do you fall in the sibling order?
3. What was an important or unique
challenge of your childhood? How did
that impact your professional life?
Personal Histories
EXPERIENCE VULNERABILITY-BASED TRUST
“Members of great teams trust one another
on a fundamental, emotional level, and they
are comfortable being vulnerable with each
other about their weaknesses, mistakes,
fears, and behaviors.”
Patrick Lencioni
When there is trust, team members are able to engage
in unfiltered, constructive debate of ideas.
noun | con·flict |ˈkän-ˌflikt
THE HEALTHY KIND
The most successful teams have very little conflict
The best teams are made up of people who are comfortable passionately arguing for their ideas
No matter cultural background and family norms, people generally feel the same way about conflict—prefer to avoid it
Understanding team members’ differing experiences with and feelings about conflict helps a team engage in unfiltered, productive debates
Quick Quiz: True or False?
Do you think your workplace would be more effective if people were more frank
with their opinions?
% Said “Yes”
MASTERING CONFLICT
On a scale of 1 to 10, with 10 being the most comfortable, how
would you rate your own comfort level with conflict?
Comfort with Conflict
1 2 3 4 5 6 7 8 9 10
Very Uncomfortable Very Comfortable
When team members are able to offer opinions and debate ideas,
they will be more likely to commit to decisions.
noun | com·mit·ment | kə-ˈmit-mənt
NOT CONSENSUS
Do you sometimes feel that team projects suffer because people aren’t
committed enough?
% Said “Yes”
ACHIEVING COMMITMENT
Clarity and Buy-in
• When team members are able to offer opinions and debate ideas, they will be more likely to commit to decisions.
• It’s not necessary to achieve consensus, but clarityand buy-in are key to commitment.
“You go to a meeting and you can disagree
all you want, but at the end of that meeting
you will commit and walk out of the room
on the same page.”
Patrick Lencioni on Intel’s philosophy
DISAGREE AND COMMIT
When everyone is committed to a clear plan of action,
they will be more willing to hold one another accountable
noun | ac·count·abil·i·ty | ə-ˌkau̇n-tə-ˈbi-lə-tē
PEER-TO-PEER
It’s not my place to criticize
anybody”
My boss won’t do it. Why
should I?
Every time I say something, he shuts down.
It’s my manager’s job to
do that. Not mine!
I can’t be bothered with
that! I have my own stuff
to worry about.
OBSTACLES THAT PREVENT ACCOUNTABILITY
Would your work team be more effective if people were better at holding one
another accountable?
% Said “Yes”
EMBRACING ACCOUNTABILITY
In what ways could your team benefit from increased accountability?
Why is it worthwhile for team members to hold one another accountable?
Value Accountability
For a team to excel, all members must be willing
to put the team’s goals ahead of any individual goals.
noun | re·sult | ri-ˈzəlt
COLLECTIVE
In your work experience, have you seen projects suffer because people put their own needs ahead of the team’s needs?
% Said “Yes”
FOCUSING ON RESULTS
Retains achievement-oriented members
Minimize individualistic behaviors
Members take personal responsibility to fix problems
AVOID DISTRACTIONS
Members willingly sacrifice for the team
Bothered by losses to competitors
CELEBRATE SUCCESS!
Members point out each other’s contributions
TEAMS THAT FOCUS ON COLLECTIVE RESULTS
Focus on Results
The ultimate goal of building greater trust, healthy conflict, commitment, and accountability is the ACHIEVEMENT OF RESULTS.
Team members need to make collective results their TOP PRIORITY.
Helps team members take and internalize OWNERSHIP
Gives teams a COMMON LANGUAGE and process to talk about issues
SURFACES Issues
Builds TRUST and courage on teams
WHY DOES THE FIVE BEHAVIORS WORK?