top five drivers of high performing teams

The Top Five Drivers of High Performing Teams

Evidence from the Total Leader and Coach Solutions High Performing Elite

Teams (HPET) Research and Work

Creating Sustainable Behavioural Change in Teams

Total Leader and Coach Solutions Australia www.tlcsolutions.com.au | [email protected]

Total Leader and Coach Solutions Australia High Performing Elite Teams Copyright © Total Leader and Coach Solutions Australia 2013

The TLC HPET Framework

Four quadrants The Intra-personal addressing

individual requirements The Inter-Personal addressing

the team requirements Four levels of interventions in

each quadrant


The Twelve Levers of the HPET Model

TOP FIVE DRIVERS

The key levers to develop a high performing state in a team: Based on the validation study of the HPET and the TLC HPET Database as a result of working with leadership teams across Australia

Team members are given permission and feel comfortable holding each other accountable to

the agreed way of working (Q3)

The team appreciate and tap into each other's different approaches, skills and experiences (Q4)

The accountabilities and responsibilities of my role are very clear (Q1)

Communication in the team environment is constructive (Q2)

Conflict in the team is resolved effectively and in a timely manner (Q4)

STRATEGIES The key strategies to develop a high performing state in a team


Create a Culture of Conscious Accountability

Conscious Accountability

Culture

Clear Accountabilities

Clarity on who holds the “D”?

Permission to hold

accountable

Practice holding each other

accountable


Culture of Conscious Accountability in Practice Parachute Rigger Australian Army

1. Articulate the accountability whenever delegating a task to an individual or a team

2. Ask the team to articulate their respective understanding of their accountability on a regular basis

3. Ask: “Who has the ‘D’”?

4. Provide feedback and coaching immediately you identify a task has not being completed to the required standard / quality


An Agreed Way of Working

An Agreed Way of

Working

Agree on shared values

Table conflicts and seek agreed approach

Nurture constructive

paranoia

Practice agreed way of working


Agreed way of working in practice 1. Articulate the agreed values and way of working on

a daily basis (and WHY...)

2. Assign an AWW Buddy (co-pilot) to each person in the team who will provide input and feedback and hold the individual accountable

3. Finish each meeting with the question: “what could we have done differently at this meeting to be more effective”?

4. Practice ‘Appreciation’ – at the end of each week/day ask one or two individuals to share an ‘Appreciation’ of another person’s practice of the agreed way of working.


Drive Pro-activity & Eliminate ‘Victim’ Mentality

Proactive Attitude

Focus on the decision required

Immediately challenge all blame and

avoidance of responsibility

Ask: “What do you need to do differently from

this point forward?”

Practice verbalising

strengths and weaknesses in

the team


Mark Samuel: 2012

1. Challenge the team to make a choice to focus on solving the problem rather than ignoring, denying or blaming.

2. Develop a shared way of challenging blame, avoidance and denial in the team setting

3. Practice taking responsibility i.e. “...and my part in contributing to the error was...”

4. Hold each other accountable to being proactive, self-aware, and considered.

Drive Pro-Activity in Practice


The TLC HPET Model


What Next?

If your team would like to gauge its High Performing State, then contact us and we will arrange a time to discuss your team’s needs and the next steps.

Greg Bayne – [email protected]

Alistair Box – [email protected] Heather McGregor-Bayne – [email protected]

www.tlcsolutions.com.au

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