Creating a high five team
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The document outlines four key ingredients for developing successful teams: creating a sense of purpose, continuously developing skills, fostering collective team power, and maintaining a positive focus. It emphasizes the importance of shared goals, individual improvement, and recognition to reinforce team cohesion. Additionally, it encourages an environment of respect and open communication to enhance collaboration and performance.
Creating a high five team
- 1. Teamwork – Creating a high five team www.optimumfx.com
- 2. Intent & Why • To highlight 4 key ingredients for developing winning teams • Discuss how you could apply these elements to existing teams • Why create winning teams? – ...
- 3. High-five Teams 1. Provide purpose, vision, shared goals and values 2. Unleash and develop skills 3. Create “Team Power” 4. Keep the focus on the positive! • High Five! – You can’t high-five yourself! – You know/feel when it ‘clicks’ – Same is true of winning teams
- 4. 1. Provide purpose • Provide purpose, shared values and goals – The compelling purpose for being (worthwhile work) • A good enough reason to get people fired up and wanting to head in the same direction – the holy grail – Without this, you don’t have a team – just a crowd • Reinforce with Team Charter/covenant • Great examples: – Medical teams – saving lives – Sports teams – silverware, rivalries, bragging rights • Q: What tools could you apply to create this with your teams?
- 5. 2. Develop High Skills • Unleash capabilities, encourage individuals to use them • Start with individual skills and get everyone committed to constant improvement – cross-train • As leaders, you need to be able to measure and compare – and provide feedback • Set individual goals • Q: What tools could you employ here?
- 6. 3. Create Team Power • Collective power of the group outshines individual performance • Shifts focus from looking good to ensuring the team looks good • Synergetic harmony – None of us is as smart as all of us – 1+1=3 – Individuals can never have ‘team skills’
- 7. 4. Keep the focus on the positive • Reinforces the first three – people repeat performance that garners reward • Accentuate the positive - Repeated reward and recognition • Catch people doing the right things – and recognise it (no negative feedback) • Catch them aligned – to purpose, skills development – and heap on the recognition/rewards • Q: Tools for this? – Recognition is often its own reward
- 8. 4 Key Ingredients for high-five teams 1. Create a sense of purpose, plus shared values and goal – Good enough reason to get people fired up - without this you don’t have a team – Create team charter or covenant to reinforce this 2. Develop high skills – Unleash capabilities, encourage individuals to use them – Start with individual skills and get everyone committed to constant improvement – Need to be able to measure and compare – and provide feedback – Set individual goals (SMART) 3. Create Team Power - None of us is as smart as all of us – Collective power of the group outshines individual performance – Not focused on looking good – focus on the team looking good – Synergetic harmony 4. Repeated reward and recognition – accentuate the positive – Reinforces the first three - People repeat performance that garners reward (Killer whale) – Catch people doing the right things – and recognise it (no negative feedback) – Catch them aligned (to purpose, skills development, synergy) and heap on the recognition/rewards – Recognition is often its own reward – think about Most Valuable Player award/man of the match – instant feedback, immediate accountability
- 9. P.U.C.K. 4 Key Ingredients for Successful Teams
- 10. One of us is smarter than all of us - A quick reframe • Ants get smarter while we get dumber • The wisdom of crowds comes not from the consensus, but the aggregation of ideas/thoughts/decisions of each individual • The best collective decisions are the product of disagreement and contest not consensus or compromise • Diversity increases the quality of the aggregated wisdom of the group – Different paradigms/MOWs – positive deviance "Paradoxically, the best way for a group to be smart is for each person in it to think and act as independently as possible.“
- 11. How to make it happen • Ask rather than tell - evoke an exploratory ‘let’s see what happens’ frame of mind • The three R's - respect recognition and reassurance - need to be in place. Without these most people will simply not take the risk of engaging in exploring with you (Old school-anchors of being made to look silly can kick in) • Eliminate the right-answer attitude – NLP Principles of "the map is not the territory" and "respect the other person's model of the world" (although, can be deeply ingrained from school days) • No surprises – let people know what to expect. When people come to your coaching session, team or management meeting, tell them in advance that things are going to be different. • Allow silence – People need time to digest what you have asked before they answer or come up with ideas and suggestions
- 12. Recap 1. Provide a clear sense of purpose with values and goals, reinforced with a charter or a covenant that gives the team members a reason to trade self for selflessness – Get them fired up 2. Unleash and develop skills continuously, building individual skills that in turn bolster collective skills – Continuously improve skills to achieve purpose 3. Create team power – none of us is smarter than all of us – Ensure aligned - synergetic harmony 4. Keep the accent on the positive – people repeat performance for which they get praised
- 13. Questions to ask yourselves • Does your team have agreed-upon goals they created as a team? • Do the players openly encourage and support one another? • Do they have open communication with one another? • Does each player know what their role on the team is? • Is there mutual respect among the members? • Do players use statements such as "we" when referring to the team, or is it an "every man for himself" mentality? • Have they created a positive team image for themselves? • Is the team as a whole committed to improving performance? • Does each member consider themselves as a "team player?"