building and leading
DESCRIPTION
team building as a prerequisite to leadership develops High performance in an OrganisationTRANSCRIPT
Building and Leading High performance teams
Nidhi ShuklaXISS, Ranchi
The important terms. Teams•Leading•Building•High performance
What is a Team?A team is a group of people who are mutually dependent on one another to achieve a common goal.
Larry D. Coble, School Leadership Services
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You Need a Team When…
•You have an ambiguous, complex task with a common goal [not for a routine task].•It is a situation where differentiated roles are required [different people needed to do different things].•You need input from multiple perspectives [interdependence is required for success].
The speed of the team depends on the pace of leader
Effective Teams
Manageable size Diverse skills, knowledge, and experience Resourceful, competent leadership Common goals Cooperation Solidarity Open exchange of ideas and information Mutual respect and support
What is High Performance?
•Is it productivity?•Is it excellence?•Is it Brilliance?•Is motivation?•Is it optimisation?•OR.... IS IT ALL OF THE ABOVE?
Essentials For BuildingA High Performance Team
ORGANIZATIONAL SHELLS
Environment EnvironmentIndustry
Organization
Group Formation
TEAMat work
TASK
BOUNDARY AUTHORITY
NORMS
After TodayReady to evaluate your teams strengths, weaknesses, and areas to focus on.
Today’s Objectives
Discover the essential ingredients requiredfor a “High Performance Team” to thrive.
Challenges facing organizations today
Essential high performance team ingredients
How to mix in each ingredient
A leaders/managers role on the team
Benefits and value produced
A team building exercise
What You Will Learn
Organization Challenges
Increase Business Efficiency
Improve Customer Satisfaction
Control Costs
Leverage Intellectual Assets
Create Competitive Advantage
Ingredients
Preparation
Building Process
Building A High Performance Team
High Performance Team Essentials
Ingredients
1. Trust
Set behavior guidelinesSet decision guidelinesFreedom to make decisionsTake risksSpeak your mindLearn from mistakesAccountable for actionsSpeak the truthWork with others
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
Real, clear, defined, concrete
Defines future state
Inspirational & motivating
Team focused on vision
Justifies the hard work
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
Achievement fueled by hope
Balance realism & optimism
Thrive to persevere
Focus on the end goal
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment
Team performs at their peak
Leaders set the tone
Focus on the people
Focus on winning, not failing
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment
5. Empowerment
Leaders focus on “What”
Teams focus on “How”
Team members self directed
Ownership of responsibilities
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment
5. Empowerment
6. Opportunity
Develop & use new skills
Experience different roles
Cross train specialties
Work with diverse teams
Increased productivity
Improved customer service
Ability to do more with less
Increased innovation
Ability to quickly adapt to change
Ability to solve difficult, critical problems
The Value Of High Performance Teams
Larry D. Coble, School Leadership Services
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Work Group Team
High Performing
Team
• Independent
• Interdependent• Shared goals• Shared accountability
Significant task Good leadership Commitment Clear mission Think/Act creatively Relationships Recognize each other’s expertise Sense of individual satisfaction Synergy
Larry D. Coble, School Leadership Services
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What Distinguishes a High-Performing Team from a Regular Team?
Significant taskGood leadershipCommitmentClear missionThink/Act creatively
RelationshipsRecognize each other’s expertiseSense of individual satisfactionSynergy
Adapted from Leadership Enhancing the Lessons of Experience. R. Hughes, R. Ginnett, G. Curphy. Irwon Book Team, Chicago. 2nd ed. 1996.
Larry D. Coble, School Leadership Services
Traditional Focus for Intervention
INPUT PROCESS OUTPUT
Team Resources
and ContextTeam
ProcessTeam
Effectiveness
Larry D. Coble, School Leadership Services
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Team Leadership
Team Leadership is a “front-loading” opportunity: taking the time to clarify tasks, goals, and roles UP FRONT creates an environment for effective teamwork.
Larry D. Coble, School Leadership Services
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Effective Leaders of High Performing Teams Do These 4 Behaviors All the Time:
1. Spend time “up front” creating the team.
3. Stay calm when “the going gets rough.”
2. Learn from mistakes.
4. Develop team members through effective coaching.
Larry D. Coble, School Leadership Services
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Norms
Norms: Unwritten, but very powerful, rules of behaviorTeam Leader should get two or three very important and powerful norms in place at the beginning.
Larry D. Coble, School Leadership Services
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Authority Continuum
Laissez-Faire
Anarchy
Democratic
— Empowerment —
Autocratic
Totalitarian
Democratic to Autocratic is where effective leadership occurs. Adapted from Leadership Enhancing the Lessons of Experience. R.
Hughes, R. Ginnett, G. Curphy. Irwon Book Team, Chicago. 2nd ed. 1996.
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Team Leadership is Situational
Autocratic team leadership is the best style in a CRISIS.
Autocratic
A crisis is the only time autocratic team leadership is more effective than democratic.
The Team Value
During the first meeting, the Team Leader should demonstrate the whole range of styles -- from Democratic to Autocratic.
Democratic Autocratic
Creating a Culture of Teamwork
The five values of a strong corporate culture:The five values of a strong corporate culture: Integrity: be a living example of your
leadership values Accountability: do what you say you will do-
build trust through personal responsibility Diligence: work hard, set a good pace,
complete projects on or before deadlines Perseverance: overcome obstacles while
maintaining a positive and enthusiastic attitude
Discipline: do all of these things, every single day
The Seven Lessons1. Leaders Don’t WaitThey are proactive, they want to produce victories. Waiting for permission is not a characteristic of leaders. A sense of urgency combined with disciplined execution is. 2.Character CountsWe call it the first law: if you don’t believe the messenger – you will not believe the message! People expect leaders to stand for something and to have the courage of their convictions. 3. Leaders have their heads in the clouds and their feet on the groundNot only should the leaders be credible; they should have a clear and compelling vision of the future
Contd...4. Shared values make a difference
Followers have needs and interests, dreams and beliefs of their own. Leaders must be able to gain consensus on a common cause and common set of principles.
5. You can’t do it alone Leadership is not a solo act. Winning strategies are always based on a “we,” not “I” philosophy.
Contd..6. The legacy you leave behind is the life you leadLeaders take every opportunity to show others by
their own example that they are deeply committed to the aspirations that they espouse. Leading by example is how leaders make vision and values tangible. It is how they provide evidence that they are personally committed.
7. Leadership is everyone’s business.There is a myth that assumes that when you are on top you are automatically a leader. This is
simply not true. Leadership is earned, not bestowed. It is not a title. It is a responsibility.
What breaks a team1. Bullies – one member speaks
for all2. Lack of trust – inauthentic
leadership3. Competing agendas – no buy-
in, no consensus4. Lack of communication –
everyone is talking at once…so no one’s listening
What builds up a team1. Encouragement – fostering new ideas…
soliciting input2. Shared values, shared vision – working
for toward a common goal3. Clear communication – using
consistent methods for keeping everyone informed
4. Ownership – everyone on the team feels connected and engaged
Thank you