1. Building the Highest Performing Teams Janice Smith, Americas HPT Consulting Leader, EY Stacey Philpot, Senior Partner, Pivot Leadership

2. Page 2 Building the highest performing teams Teams at the Center Start building a better working world by building the highest preforming team.

3. Page 3 Building the highest performing teams Understanding the Need What do they need, and how can we help them? How will we demonstrate the difference we are making? Who must be successful for EY to win? I asked three basic questions:

4. Page 4 Building the highest performing teams Who? From Good To Great Struggling Good Great Our Focus

5. Page 5 Building the highest performing teams What? The HPT Experience Leader POV Team input Leader coaching Team follow-up Team meeting

6. Page 6 Building the highest performing teams How? The Power of Three Our Focus Strategic Consulting Executive Coaching Team Facilitation

7. Page 7 Building the highest performing teams “Natural” Metrics Use What’s Already Being Measured To Achieve Our Goals

8. Page 8 Building the highest performing teams Designing the highest performing account team experience Shared vision Right mix Commitment to quality and results

9. Page 9 Building the highest performing teams Taking Time to Understand the Team 2. Team Leader Assessment 3. Team Member Feedback 1. Understanding the Account

10. Page 10 Building the highest performing teams Shared Vision

11. Page 11 Building the highest performing teams Example: Team Member Talent Review and Engagement Map Most valued contributions Opportunities to make a greater impact Level of engagement Needs and aspirations John Paul George Ringo My model for business is The Beatles. They were four guys who kept each other’s kind of negative tendencies in check. They balanced each other and the total was greater than the sum of the parts. That's how I see business: great things in business are never done by one person, they're done by a team of people. — Steve Jobs My model for business is The Beatles. They were four guys who kept each other’s kind of negative tendencies in check. They balanced each other and the total was greater than the sum of the parts. That's how I see business: great things in business are never done by one person, they're done by a team of people. — Steve Jobs

12. Page 12 Building the highest performing teams Commitment Trust Results Accountability Healthy Conflict Team Assessment: Five Team Fundamentals Source: Patrick Lencioni, The Five Dysfunctions of a Team. Accountability

13. Page 13Building the highest performing teams Page 13 Impact = Risk

14. Page 14Building the highest performing teams Page 14 Appendix

15. Page 15 Building the highest performing teams Assessment (Survey) Teams Grow Through Stages

16. Page 16 Building the highest performing teams Working groupReal team High Performance team A group in which the members interact primarily to share information, best practices, or perspectives and to make decisions to help each member individually perform within his or her area of responsibility. A small group of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable. A small group that begins as a “team” and outperforms all reasonable expectations given its membership. What makes it high performing is that its members are deeply committed to one another’s personal growth and successes. Working Group vs. High Performing Team