High Performing Teams Auto Trader
- 1. BUILDING High Performance TEAMS
- 2. Develop your team to be a high performing team
- 3. Apply an understanding of the stages of team
- 4. Develop team roles to identify strengths and development areas in your teamUse a combination of approaches to engage, empower and motivate the team to maximise and sustain performance
- 5. Use problem-solving and delegation planning techniques to enhance team productivity
- 6. Practically apply theories about team effectiveness in the workplaceCourse focusDefining and Creating a high performing team The differences between a group anda team? How to recognise a high performing team – the essential elements Building Blocks of High PerformanceTeam DevelopmentIdentifying and working through the stages of team developmentYour specific within a High Performing TeamRecognising and appreciating the diversity of roles within a teamWorking Remotely within a High Performance Team
- 7. Course focusHigh Impact Team CommunicationChannels of communication – running effective team briefingsCreative problem-solving as a teamWorking RemotelyProcess for High Engagement /Long DistanceThe challenges and opportunities of virtual or remote team working
- 8. ENERGY DRIVE COMMITMENT
- 9. Power GOALS Drive Teams
- 10. Groups versus teamsShared valuesInterdependenceFeelings expressedCommitmentInterpersonal skillsConsistencyIntensity TrustConflict resolutionListeningConsensusCooperationFocus on group processesGROUPTEAMLess Goal Driven & WeakerGoal Driven Stronger
- 11. Woodcock’s Team Building BlocksOpenness and confrontationIndividual development Inter-group relations Communications Regular reviewAgreed goals and clear objectivesIndividual roles Values Mutual support and trust Sound management proceduresAppropriate leadership
- 12. Tuckman's“Forming Storming NormingPerforming “ modelThe progression is:FormingStormingNormingPerforming
- 13. Forming - stage 1High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs (similar to Situational Leadership® 'Telling' mode).
- 14. Storming - stage 2Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches (similar to Situational Leadership® 'Selling' mode).
- 15. Norming - stage 3Agreement and consensus is largely formed among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables (similar to the Situational Leadership® 'Participating' mode).
- 16. Performing - stage 4The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees (similar to the Situational Leadership® 'Delegating' mode).
- 17. Stages of team developmentTask Focus, i.e. What?Process Focus, i.e. How? Individual ConcernsTeam EffortHighMediumLowSTORMINGNORMINGPERFORMINGFORMING
- 18. DELEGATE toolD ecide what can be delegated (DEFINE)E xamine who is available to be delegated to (RESOURCE)L ist what needs to be done for the task (PLAN)E xplain the expected outcome (not how to do it) (IMPACT)G ive the whole task (INSTRUCT)A sk for and answer questions (CLARIFY)T rack the piece of work to completion (SUPPORT)E valuate how successful the delegation was (REVIEW)
- 19. Belbin’s team rolesResource InvestigatorMonitor EvaluatorCompleter FinisherCo-ordinatorSpecialistTeamworkerImplementerPlantShaper
- 20. The simplest central point relating to motivation is that different people respond to different stimuli. Therefore the more we understand about ourselves and people, then the more we understand about what motivates us.People are more motivated and happy when they are performing and working in a way that is natural to them. Expecting a person with a particular personality type (be it represented by a Belbin team role, a Jung psychological type, a Myers Briggs® MBTI®, or whatever) to perform well and enthusiastically in a role that is foreign or alien to their natural preferences and strengths is not helpful for anyone.
- 21. Roles within TeamsThe Co-ordinator clarifies group objectives, sets the agenda, establishes priorities, selects problems, sums up and is decisive, but does not dominate discussions. The Shaper gives shape to the team effort, looking for pattern in discussions and practical considerations regarding the feasibility of the project. Can steamroller the team, but gets results. The Plant is the source of original ideas, suggestions and proposals that are usually original and radical. The Monitor-Evaluator contributes a measured and dispassionate analysis and, through objectivity, stops the team committing itself to a misguided task. The Implementer turns decisions and strategies into defined and manageable tasks, sorting out objectives and pursuing them logically. The Resource Investigator goes outside the team to bring in ideas, information and developments to it. They are the team's sales-person, diplomat, liaison officer and explorer. The Team Worker operates against division and disruption in the team, like cement, particularly in times of stress and pressure. The Finisher maintains a permanent sense of urgency with relentless follow-through. All of these roles have value and are missed when not in a team; there are no stars or extras.
- 24. Where In The World IsMy Team ?
- 25. BE ACCESSIBLE – Keep the communication channels as open as possibleBE ALERT – Always be on the look out for emerging trends , opportunities and threatsBE ALIGNED- Act consistently with others in following the rulesBE CONNECTED – Reach out to others in following the rulesBE INFORMATIVE- Always share what you knowBE INNOVATIVE – Identify problems , solve them , learn and keep goingBE PRESENT- Show others you are there as much as possibleBE RESPONSIBLE- Take personal ownership and take action BE THOUGHTFUL – Show consideration for others on the teamBE TRANSPARENT- Keep your thinking and actions visible to everyone
- 26. Six-step problem solving processDefine problemDescribe desired outcomeAnalyse potential causesIdentify possible solutionsSelect best solutionDevelop an action plan
- 27. Thank youGood luck with managing , inspiring and building your team!Have a safe trip homeJason YatesGroup National Sales Trainer