How To Build High-Performance Teams!

Created and presented by:Created and presented by:

Marian MorganMarian MorganLife & Business CoachLife & Business Coach

www.marianmorgan.comwww.marianmorgan.com

WorkshopWorkshop AgendaAgenda

• Part One: Elements of TeamPart One: Elements of Team

• Part Two: Who Part Two: Who AreAre These These People?People?

• Part Three: Teams In Part Three: Teams In Action/MeetingsAction/Meetings

Assess Your TeamAssess Your TeamScale 1-5Scale 1-5

• We each take responsibility for the team being successful; all team members operate inside the same purpose and vision as the leader.

• We have agreed to specific, measurable, achievable and time bound goals; they include both business and team development objectives.

• We have practices for effective meetings, integrating new team members, decision making and problem solving.

• We recognize and value each other’s informal roles and contributions.

• Our team acknowledges conflict and deals with it when it arises

Part One: Part One: Elements of TeamElements of Team

• Kinds of Teams: Open, Closed, Ongoing, Task

• Roles Clearly Defined• Importance of Meetings• Characteristics of High

Performing Teams • 4 Stages of Team

Development• 5 (dys)Functions of a Team• Aspects of Decision Making• Levels of Commitment

Characteristics of High Performing Teams

Purpose

1. Members can describe and are committed to a common purpose 2. Goals are clear, challenging and relevant to purpose 3. Strategies for achieving goals are clear 4. Individual roles are clear

Empowerment 1. Members feel personal and collective sense of power 2. Members have access to necessary skills and resources. 3. Policies and practices support team objectives 4. Mutual respect and willingness to help each other is evident

Relationships and Communication 1. Members express themselves openly and honestly 2. Warmth, understanding and acceptance is expressed. 3. Members listen actively to each other. 4. Differences of opinion and perspective are valued.

Flexibility 1. Members perform different roles and functions as needed. 2. Members share responsibility for team leadership and team development. 3. Members are adaptable to changing demands 4. Various ideas and approaches are explored.

Optimal Performance 1. Output is high 2. Quality is excellent 3. Decision making effective 4. Clear problem-solving process is apparent

Recognition and Appreciation 1. Individual contributions are recognized and appreciated by leader and other

members 2. Team member accomplishments are recognized by members. 3. Group members feel respected. 4. Team contributions are valued and recognized by the organization

Morale 1. Individuals feel good about this membership on the team 2. Individuals are confident and motivated 3. Members have a sense of pride and satisfaction about their work 4. There is a strong sense of cohesion and team spirit

One Minute Manager Builds High Performance Teams by Ken Blanchard

4 Stages of Team Development

1. Orientation Feeling moderately eager with high expectations Feeling some anxiety: where do I fit? What is expected of me? Testing the situation and central figures Depending on authority and hierarchy Needing to find a place and establish oneself 2. Dissatisfaction Experiencing a discrepancy between hopes and reality Feeling frustrated; anger around goals, tasks and action plans Feeling incompetent and confused Reacting negatively toward leaders and other members Competing for power and/or attention Experiencing polarities: dependence/counter-dependence Decreasing morale and commitment 3. Resolution decreasing dissatisfaction resolving discrepancies between expectations and reality resolving polarities and animosities developing harmony, trust, support and respect developing self-esteem and confidence being more open and giving more feedback sharing responsibility and control using team language increased morale and commitment 4. Production feeling excited about participating in team activities working collaboratively and interdependently with whole-and sub-groups feeling team strength showing high confidence in accomplishing tasks sharing leadership feeling positive about task successes performing at high levels One Minute Manager Builds High Performance Teams by Ken Blanchard

Absence of

TRUST

Fear of

CONFLICT

Lack of

COMMITMENT

Avoidance of

ACCOUNTABILITY

Inattention to

RESULTSStatus & Ego

Low Standards

Ambiguity

Artificial

Harmony

Invulnerability

The Five Dysfunctions of a Team by Patrick Lencioni

The 5 Functions of a Great Team5. Results The whole is greater than the sum of its parts. Lack of accountability leads to actions that seem counterproductive and at cross purposes to the team. Without a unified focus success is a moving target. The problem becomes two-fold: members focus on their division needs or their own goals like career development, or recognition, above the collective goals of the team. Solution: Establish a compelling vision and recalibrate as a team regularly. Ask “how are we doing?”

4. AccountabilityEveryone adopts a set of common goals and measurements, and then actually uses them to make collective decisions on a daily basis. Challenge each other about what you are doing, how you are spending your time, whether you are making enough progress. -Without a clear plan of action even the most focused and driven people often hesitate to call their peers on action and behaviors that seem counterproductive to the good of the team.Solution: Hold regularly scheduled meetings and submit progress reports including stumbling blocks and derailments. Don’t forget successes.

3. CommitmentHealthy debate leads to buy-in. Don’t go for 100% agreement.- Lack of buy-in can lead to frustration, derailment. Some may feign agreement during meetings.Solution: Spend all the time it takes to get buy-in. Share all the facts and concerns. Insist on integrity.

2. Healthy DebateEngage in unfiltered dispassionate debate of ideas. Lack of trust leads to lack of passionate conversation which leads to lack of buy-in. Results in veiled discussions and guarded comments, innuendoes, negativity. Appreciate that different opinions are critical to creative work. But, once

a decision is made, every one has to by in. Solution: Brainstorm and challenge in environment that’s tolerant and encourages participation.

1. TrustYou and your team know your greatest strengths and greatest weakness. You are unafraid to ask your am for help.-Closed about who you are. Lack of vulnerabilitySolution: Create ground rules and commitment to safety and support.

Absence of

TRUST

Fear of

CONFLICT

Lack of

COMMITMENT

Avoidance of

ACCOUNTABILITY

Inattention to

RESULTSStatus & Ego

Low Standards

Ambiguity

Artificial

Harmony

I nvulnerability

Aspects of Decision Making

• Consensus Everyone is on board. The benefit of this style is that once a decision is made, it is easy to ensure that everyone is behind the decision.

• Declarative Leader delegates decision to group or subgroup to make.

• Democratic/Majority Vote Majority Rules. Can cause problems.

• Minority Decision Executive committee or taskforce is brought together to make decisions for the whole. Can cause descent. Only works if the group has confidence in the decision makers.

• Expert Opinion Person with most experience makes the decision. Hard to evaluate. Only works if group trusts and values expert’s opinion.

• Consultive/Authority Rule Leader consults with group then decides. Fast process and can cause descent.

Levels of Commitment

• Internal Commitment

• Enrollment

• Compliance

• Noncompliance

• Resistance

Part Two: Who Are These People

• What are the informal team member roles?

• Who am I?

• How am I perceived by others?

• How does my communication and behavioral style impact on the team?

• What is my behavior and communication style?

• How can I adapt my style to be a more effective team member or leader?

D i S C

DiSC is a statistically validated instrument that helps you learn to manage yourself and

others.

Objectives

#1 A better understanding of what motivates you, your natural strengths, and potential limitations. How you view and adapt to change.

#2 Increased awareness of how you impact on others.

#3 Beginning appreciation of other points of view that are natural to others, as well as how others adapt to change

#4 Integrate strategies to be more effective to adapt to change

Success

Managing Self Managing Others

Managing yourself, which means howeffectively you:• communicate• use your natural strengths • control your attitude• use effective organizational strategies• manage time and stress.

Managing others includes being aware of howYou influence and impact those around you. • Are you aware of alternative points of view

and opinions? • Do you encourage others to express

themselves? • Are you respectful? Open?

Your professional and personal success is dependant on mastering two facets of

management.

Success StrategySuccess Strategy

Acceptance

AdjustmentAwareness

To make any change or improvement, you need to move through these

3 Steps:

Awareness -Recognize and seek to understand the environment – yours and other people’s reaction to it.

Acceptance – Determine and accept what you can control or influenceAdjustment - Make appropriate shifts and adjustments to become more effective.

Recognize And Respond Recognize And Respond To Different StylesTo Different Styles

DOMINANTDOMINANT

DirectDirect

MotivatedMotivated

Results OrientedResults Oriented

Problem SolverProblem Solver

Questions Status QuoQuestions Status Quo

CONSCIENTIOUSCONSCIENTIOUS

More ReservedMore Reserved

Business-likeBusiness-like

LogicalLogical

IntuitiveIntuitive

ReflectiveReflective

INFLUENCEINFLUENCE

SocialSocial

UpbeatUpbeat

Great CommunicatorGreat Communicator

Open Open

OptimisticOptimistic

STEADINESSSTEADINESS

SafeSafe

FriendlyFriendly

““Steady As A Rock”Steady As A Rock”

ProficientProficient

Supports OthersSupports Others

Your Style & PreferencesYour Style & PreferencesCheck off one in each sectionCheck off one in each section

Office Space___ Papers, date organized and in sequence. Plants and family pictures…___ New innovative objects. Scents, flowers, and pictures of people…___ Neat and tidy office. No personal objects visible…___ Large desk with power symbols…

Appearance___ Colorful and trendy…___ Meticulously groomed, monochromatic…___ Comfortable power styles. Bold colors…___ Traditional and conservative. Casual…

Conversations___ Calm, friendly tone…___ Unemotional with no small talk…___ Speaks self assuredly and direct…___ Loud or expressive. Talkative…___ Controls and directs the conversation…___ Soft spoken and easy going…___ Asks about details…___ Answers quickly with lots of energy and enthusiasm…

Physical Action___ Restless, taps objects…___ Calm and relaxed…___ Lots of facial and hand gestures…___ Maintains distance. More reserved and businesslike…

Verbal cues___ Let’s take one step at a time…

___ I feel good about…

___ I need some information

___ Let’s do it now…

Under stress___ Tends to become persuasive…

___ Tends to ‘clam up’…

___ May become direct, blunt…

___ Tries to smooth it over…

Responding___ Draws quick conclusions…

___ Cautious, unexpressive…

___ Spontaneous, energetic…

___ Calm, steady…

Interactions___ Social, outgoing…

___ Tries to be dominate…

___ Quiet, observant…

___ Friendly, cooperative…

Questions___ What are the results?

___ How do I fit ?

___ Why?

___ Who?

Your Style & PreferencesYour Style & PreferencesCheck off one in each sectionCheck off one in each section

Office Space_S_ Papers, date organized and in sequence. Plants and family pictures…_I_ New innovative objects. Scents, flowers, and pictures of people…_C_ Neat and tidy office. No personal objects visible…_D_ Large desk with power symbols…

Appearance_I_ Colorful and trendy…_C_ Meticulously groomed, monochromatic…_D_ Comfortable power styles. Bold colors…_S_ Traditional and conservative. Casual…

Conversations_S_ Calm, friendly tone…_C_ Unemotional with no small talk…_D_ Speaks self assuredly and direct…_I_ Loud or expressive. Talkative…_D_ Controls and directs the conversation…_S_ Soft spoken and easy going…_C_ Asks about details…_I_ Answers quickly with lots of energy and enthusiasm…

Physical Action_D_ Restless, taps objects…_S_ Calm and relaxed…_I_ Lots of facial and hand gestures…_C_ Maintains distance. More reserved and businesslike…

Verbal cues_S__ Let’s take one step at a time…

_I__ I feel good about…

_C__ I need some information

_D__ Let’s do it now…

Under stress_I__ Tends to become persuasive…

_C__ Tends to ‘clam up’…

_D__ May become direct, blunt…

_S__ Tries to smooth it over…

Responding_D_ Draws quick conclusions…

_C_ Cautious, unexpressive…

_I_ Spontaneous, energetic…

_S_ Calm, steady…

Interactions_I_ Social, outgoing…

_D_ Tries to be dominate…

_C_ Quiet, observant…

_S_ Friendly, cooperative…

Questions_D_ What are the results?

_S_ How do I fit ?

_C_ Why?

_I_ Who?

Circle one choice in each scenario: If your client is a “D” type, talks fast, wants to get things done, not into chit chat – but you tend to be a chatty friendly person, an “I” type who likes to connect with people, what would you do to match your client’s style? Try to make conversation Be easy going, low-keyed Be detailed in your approach Cut to the chase, be direct If you client is an “I” type, loves to talk, lively, high energy – but you tend to be more “C” type, reflective, focused on your work and you need some information, what would you do to match your client’s style? Try to make conversation Be easy going, low-keyed Be detailed in your approach Cut to the chase, be direct If your client is an “S” type, doesn’t like confrontation, is friendly and supportive – but you tend to more of a “D” – you’re results oriented, fast-paced, impatient, what would you do to match your client’s style? Try to make conversation Be easy going, low-keyed Be detailed in your approach Cut to the chase, be direct If you client is a “C” type, detailed oriented, logical, more reserved, and you tend to be more of a “S” type – non confrontational, friendly, what would you do to match your client’s style? Try to make conversation Be easy going, low-keyed Be detailed in your approach Cut to the chase, be direct

Matching Matching Communication StylesCommunication Styles

Part Three: Teams In Part Three: Teams In Action/MeetingsAction/Meetings

• Who Are The Members of My Team?

• Who is in Charge of the Meeting?• The Agenda?

• How are Decisions Made?• What is the Level of Commitment;

Do We Still Need Debate?

• What are the Agreed Upon Systems of Accountability?

• Under Promise, Over Deliver

Go Teams!Go Teams!

Make progress everyday…

Thank you!Thank you!