building stronger teams 308

8/3/2019 Building Stronger Teams 308

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Team Talk, Team Walk:

Building Stronger Teamsin Contract Training


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Huge untapped potential Most organizations have HUGE

untapped potential for performance

increase if they properly train and useteams

You have to look and ask, Is this work

better done by a team?


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11 Failure Points for Teams

1 Calling all groups ateam

2 Too many meetings

3 No empowerment4 No linking skills and

responsibilities

5 Lack of leadershiptraining

6 Lack of belief in teamprocess

7 Lack ofcommunicationamong teams

8 Unclearcommunication ofteams purpose

9 Lack of alignment withyour institutional goals

10 Managerial sabotage


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Six Team Basics

Small number (>12)

Complementary skills

Common purpose Common goals

Commonly agreed upon

approach to work Mutual accountability


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The primary key to

success

A team must be formed and driven by

performance outcomes.

A well-defined, clear and compelling

challenge is jet fuel for a team.


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Team Leaders

are NOT the Team Even a good leader cant make a team

A wide variety of people can lead a team ifthey have a clear performance outcome andthe 6 team basics

Still, leaders are important


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What Team Leaders Do Keep purpose, goals, and approachrelevant and meaningful

Build commitment and confidence Strengthen the mix and level of skills

Manage relationships with outsiders &remove obstacles

Create opportunities for others


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What Do We Need to

Monitor? Themes and identity

Enthusiasm and energy

Event driven history

Personal commitment

Performance results


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Strong and Balanced Work

Ethic Makes a Difference A balanced performance ethic will lead tomore consistent team success than mostother factors

Without it, performance among teams tendsto be random

This has to be CREATED, not just found


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Using the Right Language

for Team Talk Every work group is not a team

Nor should they be

Most teams have leaders but theirperformance should come from the team, notthe boss

For some performance objectives, direction fromthe boss works best


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On the Way to Success Clearly identify potential teams asthose teams not yet performing as ateamstill developing and learning thebasics of teamwork

Then, when they are operating as a

team, call them that


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High Performance Teams These are the few, really extraordinary

teams where the 6 basics are applied

against an objective with extraordinary commitment,

skill

and intensity.


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More key issues Goals must be practical Recognition of constraints on

time, capacity

and location

Basics must be implemented


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Commonsense Knowledge

about Teams A demanding performance goal tends tocreate a team

Rigorous attention to team basics creates

success, but many companies skip it Team performance opportunities exist at all

levels of the organization

Teams at the top are the hardest

Most organizations intrinsically preferindividual over team accountability


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Not-so-commonsense

Knowledge about Teams Organizations with strong performance

standards tend to produce higher

performing teams than ones that haveteams just to have teams.

Hierarchy and teams go together well.


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Not-so-commonsense

Knowledge about Teams Teams naturally integrate performanceand learning, balancing short term &longer term performance.

Teams are becoming a primary workgroup format because problems are too

complex for individual performance


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Focusing on Team Basics

commitment

RESULTS

SPECIFIC GOALSCOMMON APPROACH

MEANINGFUL PURPOSE

PERSONALGROWTH

COLLECTIVEPRODUCTS


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Building Teams:

Complementary Skills Technical or functional expertise

Problem-solving skills Decision-making skills

Interpersonal skills


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Committed to a Common

Purpose & Performance Goals Common purpose sets meaningful tone

and aspiration The specific performance goals come

from the teams purpose

Those two things performance


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Common Approach Vision: collaborative development

Working agreements

Processes: clearly established


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Mutual Accountability

Promises to self and other

Create a foundation of trust andcommitment


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Team Building Establish urgency and direction Select members based on skill and skill

potential, not personalities

Pay close attention to first meetings andactions

Set clear rules of behavior

Set immediate focus on a few performancetasks and goals


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Team Building Spend lots of time together

Use positive feedback, recognition and

reward Integrating external members with

internal


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4 Phases of Team

Development Forming: positive emotions, planning, layingground rules

Storming: conflict is normal and has potential

to from strong bonds if well managed Norming: lay groundwork for trust and how to

work together effectively

Performing: click into high functioningsynthesized group


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When is The Team Done?

Identifying Clear Purpose &Goals

Celebrating Completion &Success

Re-forming vs. Dismantling


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Identifying Opportunitiesfor Teams in Your

Organization

Take a moment and make a list where

you have high performance teams

false teams

opportunity to create a team


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How to avoid this?


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Questions?

Thanks!

[email protected]

building stronger teams 308

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