1. Building High Performance Team

2. It’s co- existence. Or no existence.

3. T ogether
E veryone
A chieves
M ore

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

5. 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

6. 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)

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

8. Aspects of Team Work
Task
Team
Tools

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

10. Tools Group structure Group norms Operating processes Environment
Rewards

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

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

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

14. 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

15. 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

16. Improving Team Performance
Increase cohesiveness
Decrease cohesiveness
Align norms with performance

17. 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

18. 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

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

20. 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

21. 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?

22. 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

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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

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

32. 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

33. 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

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

35. 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

36. Team Building Process Problem Evaluation Data gathering Implementation
Diagnosis
Action Planning

37. 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

38. 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

39. 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

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

41. 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)

42. 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

43. 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

44. 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

45. 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

46. 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

47. 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

48. 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”

49. 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)

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

51. No one knows everything. Every one knows something.

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