Creating high performance teams
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The document discusses effective management and the characteristics of high-performance teams, emphasizing the importance of communication, emotional intelligence, and managing expectations. It outlines key traits of successful managers and stages of team development, highlighting the shift from forming to performing stages. Additionally, it covers the role of motivation, both intrinsic and extrinsic, in enhancing team performance.
Creating high performance teams
- 2. How would you define management? Management defined as: The struggle against human nature Debate!
- 4. Characteristics of a successful manager • Who are the successful managers you can think of, and what makes them so successful? 1. Approachable and open 2. Observant 3. Actively listens 4. Asks thought provoking questions 5. Gives honest feedback 6. Keeps the tone positive 7. Well prepared and focused 8. Manages their time effectively 9. Good networker and builds rapport 10. Emotionally intelligent and self aware
- 6. Stepping up from team player to team manager Managing expectations • Your expectations • Don’t put yourself under pressure, as stress affects decision making • Take time out to review your progress and what you have learnt • Ask for help when you need it (before a situation gets out of hand) • Your team’s expectations • Understand their expectations (separate expectations from wishes) • Be open and honest • Assign responsibility and hold people to account • Hold frequent individual and team discussions • Your manager’s expectations • Learn what they expect from you (go beyond the job description/targets) • Frequent communication (including pre and post sign off of your decisions)
- 7. What is a team and what is a high performance team? TEAM • A group working together towards a common goal Slaves hauled 40 ton limestone blocks 2600BC HIGH PERFORMANCE TEAM • A group with strength and unity of purpose who achieve breakthroughs in performance and create value
- 9. Characteristics of high performance teams Purpose Strength and unity of purpose Empowerment Comfortable taking charge of situations Relationships & Communication Effective relationships and open communication both inside and outside the team Flexibility Adaptable to change at short notice. Flexibility of thought, time and deeds Optimal productivity No slackers and nobody working themselves to death. No presenteeism. Note: complexity and the dynamic nature of the business world make it difficult for a team to be both optimal and durable Recognition Team members recognise one another’s contribution and the help of others Morale High morale maintained by achieving breakthroughs and a shared purpose Ken Blanchard – The one minute manager
- 10. Stages of team development Forming Team comes together. Tasks, processes, rules and measures are agreed Storming Conflict emerges as people start to test the tasks, processes and manager Norming Co‐operation begins and unity of purpose develops Performing Surges in performance, high energy, very focused B. W. Tuckman The above model works for new teams, and experienced teams forming around a new challenge Communication and momentum are two key enablers to help you move quickly from F to P Helping team members to become aware of their own style of behaviour speeds progression
- 11. Team motivation “Soldiers may not fight for me, but they will die for France” ‐ Napoleon Motivation (noun): Set of reasons for undertaking an activity Extrinsic • Money • Threat of punishment • Competition • Awards or Trophies Intrinsic • No obvious incentive (e.g. hobbies) • Enjoyable job or workplace • Contribution is valued • Feel like I make a difference • Opportunity to learn and grow
- 14. Team motivation
- 15. Responsiveness Responsiveness ‐ The rate of communication If the rate is too slow it could lead to delays and frustration If someone’s input or gestures appear ignored it can lead to ill‐feeling DO • Offer progress updates • See your role as being of service • Act as a go‐between • Apologise for genuine delays DON’T • Always take ownership • Say “yes” all the time • Over commit
- 16. How different people learn and respond Learning is meaning based ‐ If I understand what I am being taught in the context of the difference it will make then I am more motivated to learn and apply what I have learnt both correctly and consistently For the business For our customers For me What does it mean……?