Building High Performance Team

It’s co- existence. Or no existence.

T ogether E veryone A chieves M ore

Outline Team concept Aspects of team work Team and performance High performing team Team building Team leadership

Work Team… More Than a Group! Not merely a group of people working together for a common purpose Evolves and is developed from a group but goes beyond traditional formal work group

Work Team… More Than a Group! Limited number (process facilitation) Complementary skills (a mix of functional, problem solving, interpersonal skills) Shared purpose, performance goals, leadership and approach (direction and structure for common actions)

Work Team… More Than a Group! Mutual accountability (understanding and ownership of roles and contributions) Mutual relations (significant interactions to each other)

Aspects of Team Work Task Team Tools

Task External demands Goals and their clarity Definition of the task Criteria for success

Tools Group structure Group norms Operating processes Environment Rewards

Team Composition Membership Commitment and loyalties Skills and abilities Trust, mutuality and openness Roles and responsibilities Relationships

Variables of Team Performance Induction Influence or leadership: positive or negative Cohesiveness Feeling of togetherness: high or low

Team Performance: Research Insight Hi Co, + Ind Lo Co, + Ind Control Hi Co, - Ind Lo Co, - Ind Influence and Cohesiveness

Implications for Performance Hi Co and +ve influence (leadership): highest productivity Lo Co and +ve influence (leadership): next level of productivity Lo Co and -ve influence (leadership): low productivity Hi Co and -ve influence (leadership): severely restricted output

Levels and Levers of Team Performance Cohesiveness of the group Low High Aligned with performance P-1 P-2 Performance norms of the group Antagonistic with performance P-4 P-3

Improving Team Performance Increase cohesiveness Decrease cohesiveness Align norms with performance

Increase Cohesiveness Assign tasks according to the preference Emphasize what team members have in common Give the team the experience of shared success Identify a common threat

Decrease Cohesiveness Assign tasks in a divisive way Emphasize differences between team members Single out individuals when the team is successful Create sub groups and have them compete

Align Norms with Performance Use incentive plans based on performance Give an inspiring talk Be a model of high performance

High Performing Team Below potential performance by an average team 63 percent of the objectives of the strategic plan (Steele, 2005, HBR) Perhaps even less in regular operational activities

HPT: Key issues How well the team communicates? How well the team aligns around top initiatives? How well the team creates short and long term plans? How well the team holds themselves accountable to deliver the results?

HPT: Not a Choice, a Compulsion “More with less” work context Need for competitiveness Increasing demand for services Assertive users/ customers Innovations Risk of obsolescence

HPT: Basic Principles People are business To transform organization, first transform people Right attitude and right actions to produce results – time after time

Characteristics of HPT Shared purpose and sense of direction Clearly defined priorities Commitment to agreed and understood results Accountable for high standards and quality results Continuous communication Meeting of individuals’ needs while achieving team’s purpose

Characteristics of HPT Involvement in work planning and procedures Collective setting of performance results and outputs Agreed performance norms, standards and procedures Understanding and value of contributions

Characteristics of HPT Mutual support, respect, and trust Authentic and honest with each other Circulation of honest feedback Shared responsibility and success Perception of each other’s value

Characteristics of HPT Multidirectional and open communication Expression of ideas, facts and feelings openly No hidden agenda Free and adequate flow of information all around Open discussion on differences High participation

Characteristics of HPT Shared and inspirational leadership Mutual influence Decision by consensus and sharing Avoidance of group think and social loafing Role modeling and hard contribution by the team leader Inspirational influence by the team leader

Characteristics of HPT Continuous review and learning Stock taking of progress against targets Focus on achievements Acceptance of failures and replanning Learning and sharing of lessons

Characteristics of HPT Examination and change of limiting attitudes and assumptions Identification of invincibility and defeatist beliefs Assessment of the values and culture of the team Cultural change initiatives

Characteristics of HPT Reliance on diverse talents Development of pool of diverse capabilities Utilization of skills and potentials

Team Building A managerial approach to improving team effectiveness The process of planned and deliberate actions to improve the way a work team accomplishes its tasks whilst diminishing difficulties which interfere with the team's competence and resourcefulness

Utility of Team Building Better accomplishment of task Enhancement of interpersonal and problem-solving skills Maximum use of members' resourcefulness and contributions Development of a high level of motivation Solving performance problems

Utility of Team Building Facilitation of other change programs Development of personal effectiveness through learning of new attitude and skills

Focus Areas of Team Building Goals of the team: e.g. setting or revising goals, developing their understanding and acceptance Roles and responsibilities of team members: e.g. analyzing or allocating the way work is performed The process or the way the team is working: e.g. communication or decision making processes The relationships among the team members: e.g. the interpersonal issues

Team Building Process Problem Evaluation Data gathering Implementation Diagnosis Action Planning

Team Building Steps Identify team goals: what do we want to achieve? Discuss and clarify goals with members and agree on necessary planning issues Discuss what team members expect for committing their time and energy to work on goal achievement Review the goals to ensure that they are in line with the mission, mandate, and strategic directions Identify the expected “life” or time period for the team

Team Building Steps Assign roles: who will perform what tasks? Define the roles necessary to accomplish the goals Identify all members’ skills and experiences Check to determine if members have interest in particular roles Use members’ skills and experiences to assign roles Assign the best person to each role Orient members to each other's roles

Team Building Steps Develop team approach: how do we feel about working together on this assignment? Allow every member to discuss how they feel about participating Develop acceptable agreed-upon norms Develop clear, effective decision making processes Decide on how team members communicate with one another

Leadership …a Critical Factor! Team performance – a function of leadership Transactional leadership Influencing process Transformational leadership Inspirational process

Leadership and Team Performance Transformational leadership Multi-functional team innovation (Waldman, 1994) Team decision making skills (bass, 1994) Increased group performance by being instrumental in overcoming social loafing (Kahai et all, 2000) Teamwork processes such as cohesion and conflict management (Evans and Dion, 1991and Sundsturn et al, 1990) Team performance outcomes (Balthazard et al, 2002)

Transformational Leadership Influencing followers to higher levels of commitment and performance by Creating a compelling vision Communicating it in a personally meaningful way Inspiring and empowering people to attain it

Transformational Leadership Provide a vision for transformed individuals and organization as well as the passion and skills to develop it Inspire followers to transcend self- interest for organizational good and to give extraordinary performance Shift the values, needs, and capability of followers and enable them for a new height of performance Appeal to emotion, values, personal standards

Transformational Leadership Idealized influence or charisma Provides a strong role model, vision and a sense of mission, demonstrates high standards of moral and ethical conduct, and instills pride, gains respect Inspirational motivation Communicates high expectations, inspire to become a part of the shared vision, uses symbols to focus efforts

Transformational Leadership Intellectual stimulation Stimulates to be creative, to challenge beliefs and values, and to think through the problems Individualized consideration Provides supportive climate, gives personal attention, coaches, advises

Inspirational Leadership Challenge the process Search for opportunities to grow and improve and experiment and take risks Inspire a shared vision Envision an attractive future and enlist others in a common vision Enable others to act Foster collaboration and strengthen others by sharing and increasing their visibility

Inspirational Leadership Model the way Set an example by behaving in ways consistent with stated values and plan small wins Encourage the heart Recognize others’ contributions to the success and celebrate accomplishments

Role of the Team Leader Building a performance ethic Ensure opportunities for distinctive contributions and reward good performance Clarify the goals of the team Ensure everyone knows where and how to go Coach team members Ensure everyone benefit from unique ability Facilitate team interactions - keep on track Do some real work - “hard contribution”

Improving Team Effectiveness More of team structures Project teams (problem solving/ tasks completion teams) Quality Circles (for work improvement) Self Managed Teams (in selective core functional areas) Cross Functional Teams (for product development or improvement)

Improving Team Effectiveness Team work diagnostic surveys Team building interventions at functional units based on organization-wide planning

No one knows everything. Every one knows something.

Networking There is no such thing as a self-made man. We are made up of thousands of others.