Team building and high performance

Team Building

& High Performance

Gabriel Lubale

Phone: 0726 934441

E-mail: [email protected]

Website: www.gabriellubale.com

Team Building

Building Top Performing TeamsBuilding Top Performing Teams

“FROM HERDING CATS TO BIRDS THAT FLY”

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Outline

� Individuals.

� Teams.

� Concept of Teams.

� Challenges facing of Team work in � Challenges facing of Team work in Organizations.

� Strategies for Effective Team leadership.

� Team Development Process.

� Characteristics of Top Performing Teams.

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Concept of Team

Collection of individuals, who

Teams emerge at the Norming stage in

Group Development Process.

TEAMTogether

Each

Achievesindividuals, who highly

communicate, directing their

energies towards a known defined

goal, which is achieved through

their joint, complementary efforts, for the benefit of all.

Achieves

More

SYNERGY: 1+1>2Combined efforts of team

members can achieve more than what single individuals could.

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Why Teams?

� If team works well, there is synergy and enthusiasm.

� People are there because of what they

� Ease in problem solving� Effective Planning� Better use of Resources� Better Decision Making• Shared Ideas & Minds� Greater Innovation &

Creativity� Honesty & Integrity cultivatedbecause of what they

can contribute, not because some organogram says so.

� If the team wins, each individual wins,

� If the team loses, each member shares the loss.

� Joint ownership & Accountability

� Better Communication – more listening, Seeking to understand

� Delay in implementation of some things.

� Ease in handling & resolving conflict

� Professionalism� Improved Interpersonal Skills

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Team Participation

� Fundamental issue is An Emotional One.

� Help Team Members to:

� Manage Emotions-make Sense Of

Confusion, Disturbance, Give Direction, Confusion, Disturbance, Give Direction,

Inspire, Motivate, frustration, Conflict etc.

� Build Emotional capital in your employees.

� Become Adept In Emotional Intelligence.

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Emotional Intelligence

Self Awareness

Self Management

“Leave emotions at door when coming

to work-does not work!!’Self Management

Social Awareness

Relationship Management

work!!’

Without emotional capital when there is crisis/emergency nobody is behind

the leader

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Opening Shot

Are leaders born or made?

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Opening Shot .. contd

Ans 1. Leaders are neither born nor made.

However, most research findings indicate that

leaders are made by the environment in which

they are brought up. Some research findings

also indicate that certain cognitive abilities and

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also indicate that certain cognitive abilities and

personality traits are at least partly innate

(inborn). This implies that certain natural

abilities may offer certain advantage or

disadvantage to a leader.

Ans 2.“ Leaders can trained or can be

nurtured”.

Definition

leadership (n) 1. The position or function of a leader. 2. the period during which a person occupies the position of leader: during her leadership very little was achieved.

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achieved.

3. a. the ability to lead. b. (as modifier): leadership qualities.

4. the leaders as a group of a party, union, etc.: the union leadership is now very reactionary. Source: The Oxford Advanced Learner’s Dictionary

Definition by the Leadership Gurus

“The only definition of a leader is someone who

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someone who has followers."

Peter Drucker 1909-2005

Definition by the Leadership Gurus

“Leadership is

influence -

nothing more,

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nothing more,

nothing less."

John C Maxwell.

Definition by the Leadership Gurus … contd

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Warren Bennis“if you know yourself, you need not fear the result of

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“if you know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle….. Thus Leadership is state of warfare; therefore the Leader must have self-awareness. Sun Tzu

Definition… the Warren Buffet’s acronym

LeadershipL - LoyaltyE - EnthusiasmA - AttitudeD - Discipline

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D - DisciplineE- ExampleR - RespectS - ScholarlyH - HonestI -IntegrityP - Passion

Definition… the Author’s thoughts

Leadership is defined in different ways but the elements commonly emphasized are to “guide”, “direct” “control” and “influence”.

Leadership thus connotes not only

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Leadership thus connotes not only having the power and authority but also being accountable to the people. Leader rises or falls on the foundation a vision (a dream) and Mission (a sense of purpose) entrenched in their personal core values.

Definition… the Author’s thoughts

Passion + Production = Performance.

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Passion + Production = Performance.

Definition… the Author’s thoughts : Power, Authority and Accountability .. contd

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� Focus on basic information

� Determine and clarify individual roles & responsibilities

� Guide in developing broad

� Develop trust and communication

� Members more polite than they really are

� Leader makes most decisions

FORMING Leaders Direct

� Guide in developing broad norms & strategy

� Impersonal interactions

� Suspicion, confusion and polite guarded comments are rife

� Hidden individual needs and cover up of weaknesses

� Leader dependence

HONEYMOON(no rocking the boat)

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� Realization that task is more difficult than they imagined;

� Fluctuations in attitude about chances of success;

� May be resistant to the task, uncomfortable and poor collaboration.

� Show more concern for others

GSTORMING

� Separate problem issues from people issues.

� Experimentation, Manage conflict

� Be soft on people, hard on problem.

� Look for underlying needs, goals of each party rather than specific solutions.

Leaders Coach, Mentor & Resolves conflict

� Show more concern for others� Frustration & experimentation� Lack of norms,Conflicts &

confrontations� Jostling for power, control status

& leadership� Individual needs emerging

each party rather than specific solutions.

FIREWORKS,IS THIS THE JOB I APPLIED

FOR?

TEAMS REAL LIFE BEGINS,

TEAM EMERGES21

� Lead members to accept and agree team rules procedures, & ground rules

� Respect roles & individuality of fellow members

� Norms may be written or unwritten e.gembedded in org” culture

� Status expectations critical

� Strive for harmony

� Shared leadership begins to emerge

Team members realize that they are not going to crash-and-burn and

start helping each other.

ORDER

Leader Facilitates & Enables

� Shared leadership begins to emerge

� Issues confronted, dealt with and objective decisions made

� Individual needs aligned with the organizational needs

ORDER

&

STABILITY

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Team members have:

� Achieve goals

� Autonomy & self-direction

PERFORMING

Leader Reassures, Delegates,

& Oversees

ADJOURNING

�Team postmortem

�Exit -in-style

� Gain insight into personal and team processes;

� Flexibility & better understanding of each other’s strengths and weaknesses;

� Appropriate situation leadership

�Can develop a close attachment or detachment to the team.

�Celebrate success

Leader Reassures, Communicates &

Gives Feedback23

Building Top Performing Teams–A Well Lubricated Machine

Strive For Common Goal

Accountability,systems & processes

Mutual Trust & Respect

Commitment

Strive For Common Goal

Interdependence

Communication, Defined Roles& Responsiblities

Visionary Stretches Members

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Building Top Performing Teams–A Well Lubricated Machine … contd

FOR TEAM RESULTS

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Capabilities

Practices

Clarity

Power

Participation

Commitment

Empowerment

Teamwork

Purpose

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Building Top Performing Teams–A Well Lubricated Machine .. contd

�Avoid “ENTROPY”- delays or death.

�Overcome “ANTIBODIES” – reject anything new.anything new.

�Address problem of “OYUNDI”.

�Avoid Stereotypes.

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Team Relationship Model

6Cs

1. Coercion; “You must do this or face pain.”

2. Confrontation: “You must do this!” “No I won’t!”

Co-existence; “You do your things & I do mine.”3. Co-existence; “You do your things & I do mine.”

4. Cooperation; “I will help you when my work is done.”

5. Collaboration; “Lets work on this together.”

6. Co-ownership; “We are responsible for this.”

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Team Relationship Models - Contd.

Model of an effective team Relationship used by

Microsoft Corporation- Seven Seas of a

Team. Winning teams have:

1. Chief Leadership

2. Chemistry Synergise @ other

3. Compass Direction/Vision

4. Community Trust/Values/WE

5. Courageous Take Risks

6. Creativity Enjoy Challenges

7. Celebration Enjoy their success

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Team Relationship Models- Contd.

Team members each Sets Smarter targets In A

Team!

Truths – About issues & Solutions.

Accountability – on outcomes of whatever ActionAccountability – on outcomes of whatever Action

Respect – for each other, Care & Rights.

Growth – For each member.

Empowerment – Independent thinking & Action.

Trust – Dependability on each other.

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Team Relationship Models- Contd.

EMPOWERING OTHERS BY:� Encouraging assertiveness

� Enhancing self esteem

� Creating opportunities

� Enhancing problem solving

� Power with authority

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Team EffectivenessEffectivenessEffectivenessEffectiveness

� High level of interdependence among team members High level of interdependence among team members High level of interdependence among team members High level of interdependence among team members

� Team leader has good people skills and is committed Team leader has good people skills and is committed Team leader has good people skills and is committed Team leader has good people skills and is committed to team approach to team approach to team approach to team approach

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� Each team member is willing to contribute Each team member is willing to contribute Each team member is willing to contribute Each team member is willing to contribute

� Team develops a relaxed climate for communication Team develops a relaxed climate for communication Team develops a relaxed climate for communication Team develops a relaxed climate for communication

� Team members develop a mutual trust Team members develop a mutual trust Team members develop a mutual trust Team members develop a mutual trust

� Team and individuals are prepared to take risks Team and individuals are prepared to take risks Team and individuals are prepared to take risks Team and individuals are prepared to take risks

Team Effectiveness …. contdEffectiveness …. contdEffectiveness …. contdEffectiveness …. contd

� Team is clear about goals and establishes targets.Team is clear about goals and establishes targets.Team is clear about goals and establishes targets.Team is clear about goals and establishes targets.

� Team member roles are defined.Team member roles are defined.Team member roles are defined.Team member roles are defined.

� Team members know how to examine team and Team members know how to examine team and Team members know how to examine team and Team members know how to examine team and individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks individual errors without personal attacks

� Team has capacity to create new ideas Team has capacity to create new ideas Team has capacity to create new ideas Team has capacity to create new ideas

� Each team member knows he can influence the team Each team member knows he can influence the team Each team member knows he can influence the team Each team member knows he can influence the team agenda agenda agenda agenda

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Team Effectiveness … contdEffectiveness … contdEffectiveness … contdEffectiveness … contd

Team goalsTeam goalsTeam goalsTeam goals : Developed through a process of team interaction and agreement in which each member is willing to work toward achieving these goals.

Participation: Participation: Participation: Participation: Shown by all team members and roles are shared to facilitate the accomplishment of tasks and feelings of group togetherness.

Feedback: Feedback: Feedback: Feedback: If asked for by members and freely given as a way of

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Feedback: Feedback: Feedback: Feedback: If asked for by members and freely given as a way of evaluating the team's performance and clarifying both feelings and interests of the members. When feedback is given it is done with a desire to help the other person.

Team decision makingTeam decision makingTeam decision makingTeam decision making : Involves a process that encourages active participation by all members.


LeadershipLeadershipLeadershipLeadership is distributed and shared among team members and individuals willingly contribute their resources as needed.

Problem solvingProblem solvingProblem solvingProblem solving, discussing team issues, and Problem solvingProblem solvingProblem solvingProblem solving, discussing team issues, and critiquing team effectiveness are encouraged by all team members.

ConflictConflictConflictConflict is not suppressed members are allowed to express negative feelings and confrontation within the team which is managed and dealt with by team members.

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Team member resourcesTeam member resourcesTeam member resourcesTeam member resources, talents, skills, knowledge, and experiences are fully identified, recognized, and used whenever appropriate.

Risk taking and creativityRisk taking and creativityRisk taking and creativityRisk taking and creativity are encouraged. When mistakes are made, they are treated as a source of learning rather than reasons for punishment.

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High Performance Teams

Definition of Performance

This is the accomplishment of an employee or manager’s assigned duties and the outcomes produced on a specified job function or activity during a specified job function or activity during a specific time.

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Definition of Performance Management

This is the total systems of:

Collecting information on performance.

Evaluating performance against the set

standards.standards.

Providing feedback to the individual

employees.

Storing information to improve

institutional effectiveness.

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Characteristics of high performing teams

Performance� P- Purpose and Values

� E-Empowerment

� R-Relationships and communications

� F-Flexibility� F-Flexibility

� O-optimal performance

� R-Recognition and Appreciation

� M-Morale

Source: Kenneth Blanchard, Donald Carew and Eunice Parisi Carew In the book '' the one minute manager builds high Performing Teams: Increase satisfaction and productivity to achieve excellence'', Published 2000; the co-authors created an acronym PERFORM. Where letter stands for:

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Planning

MeasurementFeedback Performance management

WHAT CHARACTERISTICS?

Dialogue

management

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WHAT PURPOSES?

1. Obtain better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements

2. Establish shared understanding of what is to be achieved, and manage and develop people in a way that ensures that it willbe achieved be achieved

3. Align individual objectives to organizational objectives and ensure that individuals uphold corporate core values

4. Act as a lever for change

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Performancemanagement

process

Manager–employeeinteraction

Senior managementsponsorship

• Living the values

• Clear expectations

• Accurate/fair feedback

• Regular open dialogue

• Two-way communication

• Managed risk taking

High-performing organization

MANAGING PERFORMANCE

• Clear expectations

• Outcome measures

• Promote differentiation

• Emphasize strengths

• Underperformance

not tolerated

• Knowledgeable managers

• Reward excellence

• Managing performance

is critical

• Manage accountability

Talent management Expect excellence Strengths-based

Focus on the best

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High Performance model “1-Page Productivity Planner”

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High Performance model “1-Page Productivity Planner” … contd

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High Performance model “1-Page Productivity Planner” … contd

This High Performance model “1-Page Productivity

Planner” was developed by Brendon Burchard. He

Founded of High Performance Academy. Burchard

said “Beware of your inbox, it’s nothing but a

convenient organizing system for other people’s convenient organizing system for other people’s

agendas. Your goal is to always keep the main

thing; the main thing in your life, whatever it may be.

Focus today. Use your psychology, physiology,

productivity, and persuasion skills to amplify your

energy and results. It’s your time. Today: Live. Love.

Matter.”

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Good to Great

Good to Great … Contd.


� The figure from the Book Good to Great depicts an

overview of the framework of Transformation

Leadership Concepts. Think of the transformation as a

process of “ build up” followed by “breakthrough”. It is

broken into three (3) broad stages: disciplined people, broken into three (3) broad stages: disciplined people,

disciplined thought, and disciplined action. Within each

of these three stages, there are six (6) key Concepts

and two (2) key concepts for each Stage. Wrapping

around this entire framework is a Seventh (7th) Key

Concept – flywheel, which captures the gestalt of the

entire process of going from good to great.


� The key is to recognize that the good-to-great principles are not a definition of greatness, but rather they represent a series of principles for how to achieve greatness; they are Input Variables but not Output Variables instead Variables but not Output Variables instead Output Results. Jim Colins model is similar the Framework of Result-Based Management (RBM) in Public Sector. RBM is the foundation of Performance Management in the Development Sector. Results are what can has been done and can be measured.


Discussion

1. Explain the challenges of teamwork in the Place of Work or at Homes.

2. Propose strategies for addressing the team challenges identified in1(i) abovechallenges identified in1(i) above

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PARTING SHOT

“ASPIRE TO INSPIRE BEFORE YOU EXPIRE”

“RESIST THE URGE TO BE A STAR, STRIVE TO DEVELOP STARS AND YOU WILL BE A STAR”

When selecting team members ensure an appropriate mix that will When selecting team members ensure an appropriate mix that will ensure task accomplishment. Do you have the right peopleseating on the right seats in your bus?

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Questions and Comments

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Team building and high performance

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