Team building and high performance
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This document discusses building top performing teams. It begins with an outline of topics to be covered, including concepts of teams, challenges of teamwork, strategies for effective team leadership, characteristics of top performing teams, and the team development process. It then provides definitions of teams and discusses why teams are important. It explores team participation and emotional intelligence. Various models of team relationships and effectiveness are presented, emphasizing elements like commitment, trust, shared goals, and feedback.
Team building and high performance
- 1. Team Building & High Performance Gabriel Lubale Phone: 0726 934441 E-mail: gabriellubale@yahoo.com Website: www.gabriellubale.com
- 3. Building Top Performing Teams “FROM HERDING CATS TO BIRDS THAT FLY” 3
- 4. Outline Individuals. Teams. Concept of Teams. Challenges facing of Team work in Organizations. Strategies for Effective Team leadership. Team Development Process. Characteristics of Top Performing Teams. 4
- 5. Concept of Team Teams emerge at the Norming stage in Group Development Process. Collection of individuals, who highly communicate, directing their energies towards a known defined goal, which is achieved through their joint, complementary efforts, for the benefit of all. TEAM Together Each Achieves More SYNERGY: 1+1>2 Combined efforts of team members can achieve more than what single individuals could. 5
- 6. Why Teams? If team works well, there is synergy and enthusiasm. • People are there because of what they can contribute, not because some organogram says so. If the team wins, each individual wins, If the team loses, each member shares the loss. Ease in problem solving Effective Planning Better use of Resources Better Decision Making Shared Ideas & Minds Greater Innovation & Creativity Honesty & Integrity cultivated Joint ownership & Accountability Better Communication – more listening, Seeking to understand Delay in implementation of some things. Ease in handling & resolving conflict Professionalism Improved Interpersonal Skills 6
- 7. Team Participation Fundamental issue is An Emotional One. Help Team Members to: Manage Emotions-make Sense Of Confusion, Disturbance, Give Direction, Inspire, Motivate, frustration, Conflict etc. Build Emotional capital in your employees. Become Adept In Emotional Intelligence. 7
- 8. Emotional Intelligence Self Awareness Self Management Social Awareness Relationship Management “Leave emotions at door when coming to work-does not work!!’ Without emotional capital when there is crisis/emergency nobody is behind the leader 8
- 9. Opening Shot Are leaders born or made? 9
- 10. 10
- 11. Opening Shot .. contd Ans 1. Leaders are neither born nor made. However, most research findings indicate that leaders are made by the environment in which they are brought up. Some research findings also indicate that certain cognitive abilities and personality traits are at least partly innate (inborn). This implies that certain natural abilities may offer certain advantage or disadvantage to a leader. Ans 2.“ Leaders can trained or can be nurtured”. 11
- 12. Definition leadership (n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved. 3. a. the ability to lead. b. (as modifier): leadership qualities. 4. the leaders as a group of a party, union, etc.: the union leadership is now very reactionary. Source: The Oxford Advanced Learner’s Dictionary 12
- 13. Definition by the Leadership Gurus “The only definition of a leader is someone who has followers." Peter Drucker 1909-2005 13
- 14. Definition by the Leadership Gurus “Leadership is influence nothing more, nothing less." John C Maxwell. 14
- 15. Definition by the Leadership Gurus … contd "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Warren Bennis “if you know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle….. Thus Leadership is state of warfare; therefore the Leader must have self-awareness. Sun Tzu 15
- 16. Definition… the Warren Buffet’s acronym Leadership L - Loyalty E - Enthusiasm A - Attitude D - Discipline E- Example R - Respect S - Scholarly H - Honest I -Integrity P - Passion 16
- 17. Definition… the Author’s thoughts Leadership is defined in different ways but the elements commonly emphasized are to “guide”, “direct” “control” and “influence”. Leadership thus connotes not only having the power and authority but also being accountable to the people. Leader rises or falls on the foundation a vision (a dream) and Mission (a sense of purpose) entrenched in their personal core values. 17
- 18. Definition… the Author’s thoughts Passion + Production = Performance. 18
- 19. Definition… the Author’s thoughts : Power, Authority and Accountability .. contd 19
- 20. FORMIN G Leaders Direct Focus on basic information Determine and clarify individual roles & responsibilities Develop trust and communication Members more polite than they really are Leader makes most decisions Guide in developing broad norms & strategy Impersonal interactions Leader dependence HONEYMOON (no rocking the boat) Suspicion, confusion and polite guarded comments are rife Hidden individual needs and cover up of weaknesses 20
- 21. STORMIN G Leaders Coach, Mentor & Resolves conflict Realization that task is more difficult than they imagined; Separate problem issues from people issues. Fluctuations in attitude about chances of success; May be resistant to the task, uncomfortable and poor collaboration. Show more concern for others Frustration & experimentation Lack of norms,Conflicts & confrontations Jostling for power, control status & leadership Individual needs emerging Experimentation, Manage conflict Be soft on people, hard on problem. Look for underlying needs, goals of each party rather than specific solutions. FIREWORKS, IS THIS THE JOB I APPLIED FOR? TEAMS REAL LIFE BEGINS, TEAM EMERGES 21
- 22. Leader Facilitates & Enables Lead members to accept and agree team rules procedures, & ground rules Respect roles & individuality of fellow members Norms may be written or unwritten e.g embedded in org” culture Status expectations critical Strive for harmony Shared leadership begins to emerge Issues confronted, dealt with and objective decisions made Individual needs aligned with the organizational needs Team members realize that they are not going to crash-and-burn and start helping each other. ORDER & STABILITY 22
- 23. Leader Reassures, Delegates, & Oversees PERFORMING Team members have: Achieve goals Autonomy & self-direction Gain insight into personal and team processes; Flexibility & better understanding of each other’s strengths and weaknesses; Appropriate situation leadership ADJOURNING Team postmortem Exit -in-style Can develop a close attachment or detachment to the team. Celebrate success Leader Reassures, Communicates & Gives Feedback 23
- 24. Building Top Performing Teams –A Well Lubricated Machine Commitment Accountability,systems & processes Mutual Trust & Respect Strive For Common Goal Interdependence Visionary Stretches Members Communication, Defined Roles & Responsiblities 24
- 25. Building Top Performing Teams –A Well Lubricated Machine … contd FOR TEAM RESULTS Empowerment Capabilities Power Practices Participation Teamwork Clarity Commitment Purpose 7 25
- 26. Building Top Performing Teams –A Well Lubricated Machine .. contd Avoid “ENTROPY”- delays or death. Overcome “ANTIBODIES” – reject anything new. Address problem of “OYUNDI”. Avoid Stereotypes. 26
- 27. Team Relationship Model 6Cs 1. Coercion; “You must do this or face pain.” 2. Confrontation: “You must do this!” “No I won’t!” 3. Co-existence; “You do your things & I do mine.” 4. Cooperation; “I will help you when my work is done.” 5. Collaboration; “Lets work on this together.” 6. Co-ownership; “We are responsible for this.” 27
- 28. Team Relationship Models - Contd. Model of an effective team Relationship used by Microsoft Corporation- Seven Seas of a Team. Winning teams have: 1. 2. 3. 4. 5. 6. 7. Chief Chemistry Compass Community Courageous Creativity Celebration Leadership Synergise @ other Direction/Vision Trust/Values/WE Take Risks Enjoy Challenges Enjoy their success 28
- 29. Team Relationship Models- Contd. Team members each Sets Smarter targets In A Team! Truths – About issues & Solutions. Accountability – on outcomes of whatever Action Respect – for each other, Care & Rights. Growth – For each member. Empowerment – Independent thinking & Action. Trust – Dependability on each other. 29
- 30. Team Relationship Models- Contd. EMPOWERING OTHERS BY: Encouraging assertiveness Enhancing self esteem Creating opportunities Enhancing problem solving Power with authority 30
- 31. Team Effectiveness High level of interdependence among team members Team leader has good people skills and is committed to team approach Each team member is willing to contribute Team develops a relaxed climate for communication Team members develop a mutual trust Team and individuals are prepared to take risks 31
- 32. Team Effectiveness …. contd Team is clear about goals and establishes targets. Team member roles are defined. Team members know how to examine team and individual errors without personal attacks Team has capacity to create new ideas Each team member knows he can influence the team agenda 32
- 33. Team Effectiveness … contd Team goals : Developed through a process of team interaction and agreement in which each member is willing to work toward achieving these goals. Participation: Shown by all team members and roles are shared to facilitate the accomplishment of tasks and feelings of group togetherness. Feedback: If asked for by members and freely given as a way of evaluating the team's performance and clarifying both feelings and interests of the members. When feedback is given it is done with a desire to help the other person. Team decision making : Involves a process that encourages active participation by all members. 33
- 34. Team Effectiveness … contd Leadership is distributed and shared among team members and individuals willingly contribute their resources as needed. Problem solving discussing team issues, and solving, critiquing team effectiveness are encouraged by all team members. Conflict is not suppressed members are allowed to express negative feelings and confrontation within the team which is managed and dealt with by team members. 34
- 35. Team Effectiveness … contd Team member resources, talents, skills, resources knowledge, and experiences are fully identified, recognized, and used whenever appropriate. Risk taking and creativity are encouraged. When mistakes are made, they are treated as a source of learning rather than reasons for punishment. 35
- 37. Definition of Performance This is the accomplishment of an employee or manager’s assigned duties and the outcomes produced on a specified job function or activity during a specific time. 37
- 38. Definition of Performance Management This is the total systems of: Collecting information on performance. Evaluating performance against the set standards. Providing feedback to the individual employees. Storing information to improve institutional effectiveness. 38
- 39. Characteristics of high performing teams Performance P- Purpose and Values E-Empowerment R-Relationships and communications F-Flexibility O-optimal performance R-Recognition and Appreciation M-Morale Source: Kenneth Blanchard, Donald Carew and Eunice Parisi Carew In the book '' the one minute manager builds high Performing Teams: Increase satisfaction and productivity to achieve excellence'', Published 2000; the co-authors created an acronym PERFORM. Where letter stands for: 39
- 41. WHAT PURPOSES? 1. 2. 3. 4. Obtain better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements Establish shared understanding of what is to be achieved, and manage and develop people in a way that ensures that it will be achieved Align individual objectives to organizational objectives and ensure that individuals uphold corporate core values Act as a lever for change 41
- 42. MANAGING PERFORMANCE High-performing organization Performance management process • Living the values • Clear expectations • Outcome measures • Promote differentiation • Emphasize strengths Manager–employee interaction Senior management sponsorship • Accurate/fair feedback • Two-way communication • Regular open dialogue • Managed risk taking • Underperformance • Reward excellence not tolerated • Knowledgeable managers • Managing performance is critical • Manage accountability Focus on the best Talent management Expect excellence Strengths-based 42
- 43. High Performance model “1-Page Productivity Planner” 43
- 44. High Performance model “1-Page Productivity Planner” … contd 44
- 45. High Performance model “1-Page Productivity Planner” … contd This High Performance model “1-Page Productivity Planner” was developed by Brendon Burchard. He Founded of High Performance Academy. Burchard said “Beware of your inbox, it’s nothing but a convenient organizing system for other people’s agendas. Your goal is to always keep the main thing; the main thing in your life, whatever it may be. Focus today. Use your psychology, physiology, productivity, and persuasion skills to amplify your energy and results. It’s your time. Today: Live. Love. Matter.” 45
- 46. Good to Great
- 47. Good to Great … Contd.
- 48. Good to Great … Contd. The figure from the Book Good to Great depicts an overview of the framework of Transformation Leadership Concepts. Think of the transformation as a process of “ build up” followed by “breakthrough”. It is broken into three (3) broad stages: disciplined people, disciplined thought, and disciplined action. Within each of these three stages, there are six (6) key Concepts and two (2) key concepts for each Stage. Wrapping around this entire framework is a Seventh (7th) Key Concept – flywheel, which captures the gestalt of the entire process of going from good to great.
- 49. Good to Great … Contd. The key is to recognize that the good-to-great principles are not a definition of greatness, but rather they represent a series of principles for how to achieve greatness; they are Input Variables but not Output Variables instead Output Results. Jim Colins model is similar the Framework of Result-Based Management (RBM) in Public Sector. RBM is the foundation of Performance Management in the Development Sector. Results are what can has been done and can be measured.
- 50. Good to Great … Contd.
- 51. Discussion 1. Explain the challenges of teamwork in the Place of Work or at Homes. 2. Propose strategies for addressing the team challenges identified in1(i) above 51
- 52. PARTING SHOT “ASPIRE TO INSPIRE BEFORE YOU EXPIRE” “RESIST THE URGE TO BE A STAR, STRIVE TO DEVELOP STARS AND YOU WILL BE A STAR” When selecting team members ensure an appropriate mix that will ensure task accomplishment. Do you have the right people seating on the right seats in your bus? 52