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1. Practical Steps for Building High Performance Teams Dr.
Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP,
MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME,
CSOL, CCIP, CMC, CMgr
2. Learning Objectives At the end of this course, participants
should be able to do the following: Build team charter Influence
approval for team charter Identify essential elements of high
performance teams Identify key qualities/characteristics of high
performance teams Organize effective selection of team members
3. A team charter is a clear description of the team's mission,
as well as the authority and resources provided to accomplish that
mission. The charter typically includes a statement of mission,
objectives or statement of work; background; authority or boundary
conditions (scope, constraints, resources, and schedule);
membership; requirements or specifications, and interface
responsibilities. - Kenneth Crow, Team Charter
4. A team charter is a written document that defines the team's
mission, scope of operation, objectives, time frame, and
consequences. Charters can be developed by top management and
presented to teams, or teams can create their own charters and
present them to top management. Either way the top management's
endorsement of a team's charter is a critical factor in giving the
team the direction and protection it needs to succeed. - Donald
Bodwell, Team Charter
5. Elements of a Team Charter 1. Team member roster (name and
contact information) 2. Team member strengths, needs and
expectations a) individual strengths to contribute b) new
knowledge/skills to develop c) overall expectation about the
project 3. Team identity a) name (acronym or other designation) b)
logo (diagram, picture, words, colors) c) motto (a saying or slogan
related to the teams purpose, values, composition, or preferred way
of working) 4. Team purpose (team vision and mission) 5. Team
values (behaviors that support the achievement of outcomes in team
purpose statement) 6. Signature of each team member agreeing to the
charter Source: Interprofessional Projects Program
6. Eight Criteria for Effective Charter Statements 1.
Inspirational 2. Clear and challenging 3. Differentiating 4. Stable
but constantly challenging 5. Beacons and controls 6. Empowering 7.
Future oriented 8. Clear and concise Source: A Guide to Writing
Your Teams Charter Statement
7. Functions of Team Charter Serves as a contract between the
team and the sponsor Defines objectives and intent of the team -
assures a common objective among team members Defines the work
effort and its intended results to the rest of the program - avoids
redundancy and "holes" Keeps the team focused - allows the team to
determine if its activity is relevant and on-track or off on a
tangent. Defines boundary conditions and helps the team determine
when to raise an issue Helps control scope of team's efforts and
re-negotiate its objectives or boundary conditions Source: DRM
Associates
8. Example of Team Charter TEAM NAME: Data Management Team
Opportunity/Problem Statement: The department has a significant
number and variety of important informational requirements that are
growing as program personnel face increases in their workload, new
legislation, and increasing public demands. Senior management must
also have accurate, timely information to make key business
decisions. The decentralized nature of information technology
within the department fosters inconsistency in data management
resulting in: 1) no economies of scale, 2) difficulties in the
sharing of accurate information, 3) systems that are either poorly
integrated with one another or not integrated at all, and 4) data
access training challenges. Data management should be a systematic
and coordinated effort at the enterprise, divisional, and senior
management levels. Project Mission Statement: Implement quality
data management practices to facilitate access and sharing of
priority data throughout the Department such that priority data can
be accessed and shared by all stakeholders including public to
improve analysis and decision-making. Description: The principle
responsibility of the Data Management Team will be to establish a
departmental data management strategy. This strategy will include:
1) prioritize shared data needs, 2) insure interconnectivity, 3)
identify, and oversee design and implementation of permitting data
integration projects for departmentally serviced sites, and 4)
analyze budget recommendations by August 15, 1998. Background:
Senior leadership is committed to environmental information
management reforms and building information technology
infrastructure. With the departments creation in 1989, many
divisions within the organization were either too small, or lacked
funding to support their information technology needs
independently. Additionally, the central IT function lacked
resources. As a result, the Department realized the failing support
of information technology throughout DENR. The decentralization was
recognized by the IRMT as an inevitable necessity due to resource
limitations and specialized funding sources; however, at times, the
decentralization creates barriers to the sharing of data /
information. The centralized coordination of data management is
needed to remove existing barriers to the sharing of information
throughout DENR. Scope: The team, working with divisional and
departmental management will establish a departmental data
management strategy to include the following data management
recommendations for review by the IRMB: 1) develop data related
policy, 2) setting standards for all electronic information to
insure compatibility and security of data bases, 3) recommend
enterprise and desktop databases, tools and appropriate training,
4) address questions regarding the sharing of information, 5)
identify standards and practices that are consistent with industry
practices such as ODBC and publishing metadata, 6)
establish/recommend foundation for data management decisions
support processes, 7) request mentoring from programs with
successfully operating information technology teams, and 8) develop
continuation and expansion budget recommendations.
9. Example of Team Charter Continued Time Frame for Project
Completion: Terms consist of 1 year terms with schedule commitments
of 1st and 3rd Thursday of each month. Date/Time for Team Launch:
May 15, 1998 Date/Time for Process Owner and Sponsor to meet with
team to discuss the assignment and agree on the project specifics:
May 15, 1998, August 15, 1998 Team Participants: Sponsor: Bill
Holman Process Owner: Information Technology Services Team Leader:
Bill Meyer Facilitator: Chuck Buckler Team Members: 1
Representative from Information Technology Services (Bill Golden),
1 Representative from Division of Water Quality (Ken Eagelson), 1
Representative from Division of Air Quality (Deborah Webb-Clark), 1
Representative from Senior Staff (Michael Shore), 1 Representative
from Division of Pollution Prevention and Environmental Assistance
(Gary Hunt), 1 Representative from Division of Water Resources
(Charley Theobald), 1 Representative from Marine Fisheries (George
Joyner), 1 Representative from Parks and Recreation (Linda
Pearsall), 2 Representatives from Field Offices (John Holley and
Ken Schuster), 1 Representative from SIPS / IRM (Bob Anderson), 1
Representative from IRMB (Laura C. Herbert), 1 Representative from
Budget Planning & Analysis (Doug Lewis) List of Resources: John
Graham, Year 2000 Project Manager Database Administrator, All
divisional IT staff, All division directors, IRMB, Senior
Management, SIPS / IRM Potential Stakeholders: All DENR divisions,
Other state and federal agencies (EPA, Emergency Management / FEMA,
OSBM, OSPL), Senior Management, The Legislature, The Public Team
Contract: We have read and understand this Team Charter, understand
our roles, and have come to agreement with the Sponsor and/or
Process Owner on the opportunity or problem to be addressed, the
actions to be taken, and the limitations on the project. If at any
time it becomes apparent that the Team Charter needs to be
modified, we will consult the Sponsor and/or Process Owner and come
to agreement on the modifications. Signatures of Team Members:
10. Standard Team Charter Template Name: The Teams Name
Purpose: The Teams Vision and Objectives Expected Results: Key
Result Area, Measure and Target Organisation: Members, Sponsors,
Roles and Responsibilities Decision Boundaries: Policy Decision
Area and Teams Role in Decision (Authority), Action Decision Area
and Teams Role in Decision, Resource Decision Area and Teams Role
in Decision Milestones: Action and Target Date Constraints: Areas
of Limitation in Scope, Budget, Schedule and Resources Key
Interdependencies: Required Inputs, Affected Processes, Affected
Projects and Partners Team Profile: Key Requirements Rooted in
Required Attributes, Required Technical Skills, Required Business
Unit/Department Stakeholders: Project Sponsor, Team Leader, Team
Members, Internal Customers, Internal Suppliers, External
Customers, External Suppliers Management Support: Required Support
from Management of the Firm Reporting Relationship and Expectation:
Team Leaders Vertical and Horizontal Reporting Relationships,
Frequency and Content of Report, Acceptable Method of Report
11. Approval for Team Charter Best-in-Class practices provides
for the development of team charter by selected members of a team
and approval should be effected by top management of the firm.
12. Characteristics of High Performance Team 1. 2. 3. 4. 5. 6.
7. Clear Elevating Goals Results Driven Structure Unified
Commitment Collaborative Climate Standards of Excellence External
Support/Recognition Principled Leadership
13. 7 Key Characteristics of High Performance Teams (PERFORM)
1. 2. 3. 4. 5. 6. 7. Purpose and values Empowerment Relationships
and communication Flexibility Optimal productivity Recognition and
appreciation Morale Source: The Ken Blanchard Companies
14. Essential Elements of High Performance Teams Commitment
Trust Purpose Communication Involvement Process Orientation
Continuous Improvement Source: Kevin Eikenberry, Elements of High
Performance Team
15. Critical Success Factors for High Performance in Teams
Mission Goals Objectives Overarching Values Leadership Processes
Interpersonal Relationship Roles and Responsibilities
16. Sources of Conflict in Teams Belief Personality Values
Diversity Roles Experiences Assignments Communication Time
Shock
17. Selection Criteria Creativity and open-mindedness Good team
players Well Respected among peers, stakeholders, and other
business leaders Balance qualifications with commitment to team
philosophy Align to team structure and roles
18. Establishing Balanced Team Focus on team composition Use
fewer and better people Handle Biases Ensure only team players with
requisite skills and commitment become members
19. Team Composition A well-rounded team includes a mix of
people and skills. The team should include: Some individuals who
intimately understand the current process (experts could be at any
level in the organization) Some individuals who actively use the
process and work closely with customers (including union
involvement when applicable) Some technical wizards Some
individuals who are completely objective toward the process and
outcome (consultants may fall into this category) Customers of the
process (when possible) and suppliers (those people who are
involved with the process at the boundaries) Some individuals who
are not familiar with your process (someone who brings a fresh
perspective and outlook to the team) Source: Prosci
20. Exercise The management of Brian Simpson requires you to
lead a new team for boosting enterprisewide cost management, in
order to reduce excessive waste and pointless expenditure. How will
you establish a high performance team?
21. Dr Elijah Ezendu is Award-Winning Business Expert &
Certified Management Consultant with expertise in HR, OD,
Competitive Intelligence, Strategy, Restructuring, Business
Development, Sales & Marketing, Interim Management, CSR,
Leadership, Project & Programme Management, Cost Management,
Outsourcing, Franchising, Intellectual Capital, eBusiness, Social
Media, Software Architecture, Cloud Computing, eLearning &
International Business. He holds proprietary rights of various
systems. He is currently CEO, Rubiini (UAE) and Hon. President,
Worldwide Independent Inventors Association. He functioned as
Chair, International Board of GCC Business Council (UAE); Senior
Partner, Shevach Consulting, Nigeria; Chairman (Certification &
Training), Lead Assessor & Council Member, Institute of
Management Consultants, Nigeria; Lead Resource, Centre for
Competitive Intelligence Development; Lead Consultant, JK Michaels;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group;
Director, Fortuna, Gambia; Director, The Greens; Director of
Programmes & Council Member, Institute of Business Development,
Nigeria; Member of TDD Committee, International Association of
Software Architects, USA; Member of Strategic Planning and
Implementation Committee, Chartered Institute of Personnel
Management of Nigeria; Adjunct Faculty, Regent Business School,
South Africa; Adjunct Faculty, Ladoke Akintola University of
Technology, Nigeria; Editor-in-Chief, Cost Management Journal;
Council Member, Institute of Internal Auditors of Nigeria. He holds
Doctoral Degree in Management, Master of Business Administration
and Fellowship of Several Professional Institutes in North America,
UK & Nigeria. He is an author & widely featured speaker in
workshops, conferences & retreats. He was involved in
developing Specialist Masters Degree Course Content for Ladoke
Akintola University of Technology (Nig) and Jones International
University (USA). He also works as Adjunct & Visiting Professor
of Universities and holds Interim Management Assignments on Boards
of Companies.