Constructive Challenge Innovation and Originality HPT Wheel Mutual Support and Coaching Constructive Challenge Alignment Innovation and Originality Accountability Responsibility Decisive, Coordinated Action Accomplishment Team Commitment Effectiveness in Breakdowns Nine Features of a High Performance Team

Definitions Our Goal: To become a High-Performing Self-Directed Team Group - a collection of individual who have something in common Team - a group of two or more people who work in concert to achieve a common goal High-Performing Team - a team producing extra-ordinary results Self-Directed Team - a team having responsibility and authority for managing its day-to-day activities Our Goal: To become a High-Performing Self-Directed Team

High Performing Teams (HPT): Have a common vision Share purpose (mission) and goals Share responsibility and ownership for work and success, and hold one another accountable Have a passion for results Develop, maintain and improve processes to structure their work Establish and adhere to operating norms and periodically review and modify them Foster a sense of belonging. People feel “I’m a member of the team and I make a difference” Enjoy their work!

Teams are able to produce when team members: have a shared purpose and ownership cause people to invest more of themselves than they otherwise might; provide support, encouragement, social inter-action and marvelous learning opportunities; have common practices and known processes are efficient; build on diversity and complementary skills and abilities; and provide natural “checks and balances.”

Teams fail when team members do not: understand or accept team’s purpose or goals; know their roles or responsibilities; understand how to complete their tasks (process) or how to work as a part of the team (norms); and have the needed technical or teaming skills, or the resources.

We should: How do we build an HPT? create a shared vision; define team mission and goals; select and train team members; get the team to participate in goal-setting; define work processes, and setting norms; provide tools and other needed resources; coach for excellence; intercede when appropriate; and encourage continuous improvement.

How do we build an HPT? Self-Directed Teams require leadership, both informal and formal; share leadership, responsibility, and ownership; rely on team members’ willingness to lead; solve problems, resolve conflicts, and make decisions within their scope of control; and ask for help. Teams do not succeed on the talents of a few, but on the contributions of all

Constructive Challenge Innovation and Originality HPT Wheel Mutual Support and Coaching Constructive Challenge Alignment Innovation and Originality Accountability Responsibility Decisive, Coordinated Action Accomplishment Team Commitment Effectiveness in Breakdowns Nine Features of a High Performance Team

Nine Characteristics of HPTs At the heart of high performance is the ability and willingness of the team to commit itself to take a stand for that which is beyond business as usual. Only through open and honest expression can teams achieve the highest levels of teamwork and performance. In order to achieve extraordinary results, it is critical that all team members work together toward common goals, not individual agendas. Achieving unprecedented results requires inventing new possibilities. Team members must find innovative ways to work around or through traditional barriers to performance. Team Commitment Constructive Challenge Alignment Innovation and Originality

Nine Characteristics of HPTs Team members are accountable for their individual results and responsible for the success of the whole. They refuse to ignore issues and concerns which may not lie in their individual area of accountability. Team members are skilled at coordinating clear actions, and they use tools to maintain their coordination. Team members and facilitators create a sense of accomplishment throughout the process, rather than waiting until the end of the project to see what, if anything, they have accomplished. Rather than hoping to avoid them, they know that problems are inevitable and use breakdowns to create breakthroughs, rallying points for teamwork and innovation. Team members recognize they all have areas of improvement, and work to improve their own and each others. Accountability & Responsibility Decisive, Co-ordinated Action Accomplishment Effectiveness in Breakdowns Mutual Support & Coaching

The “Drift” from High Performance HPT Characteristic Drift Team commitment Straight Talk Alignment Possibility, Resourcefulness, and Enrollment Accountability/Responsibility Decisive, Coordinated Action Team fails to make meaningful commitments or cannot mobilise or organise to meet them; other priorities and crises take precedence Hidden agendas, lack of self-expression; being “nice” rather than being honest Competing goals and agenda; compliance with something you don’t believe in, resistance to change, no real shared purpose or strategy Being stopped by “barriers”, duplicating solutions that worked in the past, or repeating actions that didn’t work in the past No one is accountable for results; turf issues (e.g., “that’s not my job”); people avoiding problems that occur in someone else’s area People talking about what needs to be done without making clear requests and assignments; team members not informing each other of their plans (runaway drivers)

The “Drift” from High Performance HPT Characteristics Drift Accomplishment and Acknowledgement Effectiveness in Breakdowns Mutual Support Coaching Waiting until the results are in to see if there’s anything to celebrate, months of work with little sense of accomplishment, resignation (“we’ll never get there”) Teamwork falls apart and people start blaming each other without realizing they are in a breakdown and there is possibility for a breakthrough Peaceful, unproductive coexistence (e.g., “you don’t call me on my stuff and I won’t call you on yours”) or turf battles, competition at the expense of collaboration Covert or unspoken criticism; complaining to someone else about the person’s effectiveness; seeing ineffective behaviors as un-changeable or intentional