How to Build, Lead and Sustain a High Performance Team

Our Goal for today…

• Share with you a wealth of valuable information on leadership and high performance teams.

• This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.

• Your challenge is to look for the big ideas you can take and implement right away in your team.

• Take this seriously and be ready to offer opinions or ask questions at any time.

• Take lots of notes – but I will give you all of the slides.

What does this mean to me?

How can I use this idea?

What can I do right away?

I am NOT a guru…

My observations from yesterday…• VERY knowledgeable team.

• VERY professional team.

• VERY complex and fluid environment.

• VERY high level of pressure to perform.

• Some opinionated team members.

• A lot at stake.

• It is critical that you perform exceptionally well as a team – you have no other option.

(T + C + ECF) x DE = Success

Business Side• Innovation• Accountability• Execution• Embrace Change• Customer Focus

• Ownership Mentality

Top high-potential employees…

1. Credible

2. Respectful

3. Approachable

4. Highly Professional

5. Team Player

1. CredibilityComplete honesty and transparency

Impeccable integrity

Knows how to do their job well

A compelling vision for the future

Passion and excitement

2. RespectfulOpen to the ideas of others

Treats people with dignity

Treats people fairly

Culture CountsFun

FamilyFriends

FairFreedom

Pride Praise

MeaningAccomplishment

3. ApproachableGenuine

Appreciative

IQ + EQ

Great communicator

SMART Communications

DialogueAvoid Attack

Source Credibility

C x R x I SO

= Trust

• Tell us about where you grew up.

• How many siblings do you have?

• What was the most difficult or important challenge of your childhood?

• What is the top strength you bring to this team?

4. Highly ProfessionalImpressive Talent

100% Ethical

Highly Self-aware

Always Learning & Improving

Insightful and Innovative

Pro-active

Results Driven

Fully Accountable

Customer Focused

Great team player

NO politics

Ground Rules for a Professional Organization• Staff agrees to be managed and coached to strictly

enforced standards of performance and quality work.

• Teamwork is mandatory, not optional.

• Excellence in customer satisfaction is an enforced standard.

• Personal and professional growth is a nonnegotiable minimum standard.

• All team members must show a sincere interest in the customer and a sincere desire to help them.

• The primary focus must be on delivering quality work and building strong customer relationships.

• Demand excellence and refuse to tolerate mediocrity.

5. Great Team Player

What does it take to be a valued member of a team?

Develop and display competence.

Follow through on commitments.

Deliver required results.

Ensure your actions are consistent with your word.

Stand behind the team and its people.

Be enjoyable to work with.

Be passionate about your work and those you serve.

Communicate and keep everyone informed.

Help the other members of the team.

Help members of other teams.

Share ideas, information and credit.

Hold yourself 100% accountable.

Team Leaders are:Rigorous… but not ruthless

Why you need to be an expert at collaboration and teamwork:

• You cannot succeed alone.

• You need a team of the brightest people you can possibly find to help you.

• You need to help the team work extremely well together.

• You need the team to support you with enthusiasm, respect and trust.

• But don’t take my word for it…

Anne MulcahyCEO of Xerox and the third most

powerful woman in the world!

1. Build a network of great relationships with people who want to see you succeed.

2. You don’t have all of the answers, so ask for help, advice and feedback from the smartest people you can find.

3. Learn to be a learner.

4. Listen intently to your employees and to your customers.

Typical ways that team members violate the team leader’s expectations:

• Missing or being late to team meetings.

• Not outwardly demonstrating commitment and support for the leader’s agenda.

• Not completing assignments in a timely manner so the team can complete its work.

• Not letting the leader know when there are problems or issues.

• Not sharing resources with other team members.

• Not sharing credit with the rest of the team.

• Not responding to e-mails or voice mails in a timely manner.

Typical ways that team leaders violate team members’ expectations:

• Micromanaging – not giving autonomy.

• Making decisions that effect subordinates without their input.

• Letting team members shirk their duties without any negative consequences.

• Not giving praise or rewards for a job well done.

• Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work.

Let’s take a close look at what some of the top

thought leaders in the world have to say about teams…

A Vivid Shared Vision

Clear Measurable Goals

Competence + Diversity

Trust

John Spence Team Model

• D

• M

• C

• C

• M

• D

irection – vivid, clear, inspiring --- shared

easurements – specific, observable, focused

ompetence – very good at what they do

ommunication – open, honest, courageous

utual Accountability – all team members

iscipline – do this every day

11 Key Team Competencies:1. Setting clear, specific and measurable goals.

2. Making assignments extremely clear and ensuring required competence.

3. Using effective decision making processes within the team.

4. Establishing accountability for high performance across the entire team.

5. Running effective team meetings.

6. Building strong levels of trust.

7. Establishing open, honest and frank communications.

8. Managing conflict effectively.

9. Creating mutual respect and collaboration.

10. Encouraging risk-taking and innovation.

11. Engaging in ongoing team building activities.

• Lack of TRUST

• Lack of Candor

• Lack of Commitment

• Lack of Accountability

• Lack of Results

Competence

RespectDistrust

Affection TRUST

HIGH

LOW

LOW HIGH

Concern

I am good at what I do…

And I do it because

I care about you!

A Culture of LeadershipAcross the Entire Team

1. Character

2. Courage

3. Communication

4. Collaboration

5. Compassion

6. Contribution

Study of most important leadership skills7,000+ managers from 1,600 large organizations

• Must have superb communication skills.

• Lead by example to demonstrate character and competence.

• Establish and maintain clear and meaningful vision.

• Provide motivation to create ownership and accountability for results.

• Clarify performance expectations.

• Foster teamwork and collaboration.

• Develop clear performance goals and metrics.

• Consistently deliver superior customer serviceFrom: Getting Results by Longenecker and Simoneti

10 – 15 %

What Inhibits Execution?National Survey of 4,000 Senior Executives

4. Inability to work together (21%)

3. Organizational culture (23%)

2. Economic climate (29%)

1. Holding onto the past / unwillingness to CHANGE (35%)

Where are we going + how will we behave on the way?

FocusDifferentiation“No”

Stakeholders + guiding collation

Vision + ValuesStrategyPlansGoals ObjectivesTactics / Actions

Procedures / ProtocolsRepeatable Process

Clear / consistent / relentless All available channels

Training +time / money /

supplies / people

Measure / TrackCommunicate

Transparency Renewal

Praise + Celebration and

Eliminate Mediocrity

So where does all of this lead us?

Workshop

THANK YOU

If you have any questions at all please do not hesitate to send a note or call.

My email address is: john@johnspence.com

Also, you might find value in the ideas I share in my blog:

www.blog.johnspence.com/

Lastly, these slides have already been uploaded to:

http://www.slideshare.net/johnspence