Building High Performing Teams
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This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
Building High Performing Teams
- 1. Building High Performing Teams Facilitated by Marion Stone
- 2. Agenda 1. Definition of a Team 2. Team Growth 3. Developing ‘High Performance’ – Leadership – Membership – Methods of working together 1. Team Maintenance
- 3. 1. DEFINITION OF A TEAM
- 4. Group vs. Team Working Together Team • Complementary effort by a • Cooperative effort require group of people e.g. lifting to carry out a joint task e.g. something, stuffing maintenance crews, envelopes project teams
- 5. 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, struggles, collaboration, clear struggles roles, quality control
- 6. 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
- 8. Tuckman’s 4 Stages of Team Development
- 9. Forming Characterised by; • A desire for acceptance • Avoiding controversy or conflict • Being busy with routines and team organisation • Superficial communication
- 10. 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
- 11. 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
- 12. Performing Characterised by; • Interdependence • Flexibility • High morale • Common group identity • Autonomous operation
- 13. 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?
- 15. 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?
- 16. Ingredients of High Performance 1.Leadership – build team, provide direction an inspire to a common purpose 2.Membership – clear roles 3.Methods of working together – common ways of doing things (problem solving, decision making and innovative thinking)
- 17. 1. Leadership Roles of a leader – Inspire to a common purpose, provide direction by setting group and individual goals Know your people
- 18. 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
- 19. 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?
- 20. 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
- 21. Break it down Goal 1: Obtain a Customer Satisfaction Measure: Customer Satisfaction rating of 98% on the internal stakeholder Rating satisfaction survey Action Steps Who By When Resources Summarise scorecard results Sally & 9 August Achmat Review scorecard with each Sally & 30 Sep Administrative stakeholder to check where Achmat support to set up needs and expectations are meetings not being met
- 22. 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’
- 23. Belbin Team Roles (Styles)
- 24. Social Styles (Motivation) Task – directed Responsiveness Ask – directed Tell – directed Assertiveness Assertiveness People – directed Responsiveness
- 25. Social Styles Personality Style Driver Expressive Amiable Analytical Talking Gets to the point Likes to tell Doesn’t offer Precise speech stories opinions Listening Gets impatient Doesn’t get details Sympathetic Seeks out facts listener Handshake Firm Enthusiastic Gentle Brief Personal Space Maintains space Likes to be close Likes hugs, pat on Avoids touching back Movements Bold Quick Slow Controlled Workspace Displays awards Cluttered Displays photos Organized
- 26. Team Skills Skills Thandi John Sam Report writing 5 3 3 Customer liaison 3 5 2 Making 3 5 3 presentations Data analysis 3 2 4
- 27. 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
- 28. 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
- 30. 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
- 31. Team assessment How do you organise and Do you have what you use your resources? need to get the job done? •Workload & efficiency •Skills & knowledge •Planning & monitoring •Information •Processes & procedures •Tools & equipment •New ideas & improvement •Feedback •Empowered How do you work together? •Open communication •Involvement •Teamwork & accountability •Recognised for Are you all heading in the contributions same direction? •Positive inter-team •Vision & goals relationships •Roles & responsibilities •Objectives & performance •Commitment
- 32. 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
- 33. Client History • Vital Health Foods – Food Manufacturing • Elex Khanyisa – Electrical testing • Mazars – Accountants • Netcare – Healthcare • Pesto Princess – Food Manufacturing • Bergstan – Consulting Engineers SABPP
- 34. 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
Editor's Notes
- #27: And motivations e.g. relationship building, leader, variety, technical expert