creating high performance teams final
TRANSCRIPT
Creating High Performance Teams Creating High Performance Teams
By Greg SieversBy Greg Sievers
February 2010February 2010
Learning ObjectivesLearning Objectives
Participants will be able to know & understand:
• Why creating High Performance Team’s (HPT) are important?
• What are HPT’s?• How to create a HPT?
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Two fundamental questions?Two fundamental questions?
Where are we going?
How will we get there?
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NBA Boston Celtic’s 1966NBA Boston Celtic’s 1966
A record 8 in a row from 1958-1966!!
• Shared leadership• Ego less playing• Basic fundamentals
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Where the Performance GoesWhere the Performance Goes
August 2005 Harvard Business Review article titled “Turning Strategy into Great Performance”
63% Averaged Realized Performance
37% Averaged Unrealized Performance5.2% Poorly communicated strategy
4.5% Actions required to execute not clearly defined
4.1% Unclear accountabilities for execution
3.7% Organizational silos and culture blocking execution
3.0% Inadequate performance monitoring
3.0% Inadequate consequences or rewards for failure or success
2.6% Poor senior leadership
1.9% Uncommitted leadership
0.7% Unapproved strategy
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High Performance Team ModelHigh Performance Team Model
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
Team Structure
Clear goals
Clearly-defined roles
Sufficient time
Effective group culture
Group norms
Accountability
Corp Culture
Clear mission and shared vision
Corp values
Employee recognition
Physical Environment
Employee Empowerment
Team Process
Problem solving
Decision making
Conflict management
Communication
Boundary management
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Outcomes
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Adapted from Roger Schwarz’s The Skilled Facilitator
Corp Culture
Clear mission and shared vision
Corp values
Employee recognition
Physical Environment
Employee Empowerment
High Performance Team ModelHigh Performance Team Model
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
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Outcomes
Team Structure
Clear goals
Clearly-defined roles
Sufficient time
Effective group culture
Group norms
Accountability
Team Process
Problem solving
Decision making
Conflict management
Communication
Boundary management
Corp Culture
• Clear mission and shared vision
• Corp values
• Employee recognition
• Physical Environment
• Employee Empowerment
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Adapted from Roger Schwarz’s The Skilled Facilitator
High Performance Team ModelHigh Performance Team Model
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
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Outcomes
Team Process
Problem solving
Decision making
Conflict management
Communication
Boundary management
Corp Culture
Clear mission and shared vision
Corp values
Employee recognition
Physical Environment
Employee Empowerment
Team Structure
Clear goals
Clearly-defined roles
Sufficient time
Effective group culture
Group norms
Accountability
Team Structure
• Clear goals
• Clearly-defined roles
• Sufficient time
• Effective group culture
• Group norms
• Accountability
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Adapted from Roger Schwarz’s The Skilled Facilitator
High Performance Team ModelHigh Performance Team Model
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
Team Structure
Clear goals
Clearly-defined roles
Sufficient time
Effective group culture
Group norms
Accountability
Corp Culture
Clear mission and shared vision
Corp values
Employee recognition
Physical Environment
Employee Empowerment
9
Outcomes
Team Process
• Problem solving
• Decision making
• Conflict management
• Communication
• Boundary management
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Adapted from Roger Schwarz’s The Skilled Facilitator
High Performance Team ModelHigh Performance Team Model
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
Team Structure
Clear goals
Clearly-defined roles
Sufficient time
Effective group culture
Group norms
Accountability
Corp Culture
Clear mission and shared vision
Corp values
Employee recognition
Physical Environment
Employee Empowerment
Team Process
Problem solving
Decision making
Conflict management
Communication
Boundary management
10
Outcomes
Team Effectiveness
PerformanceServices & products meet or exceed performance standards
ProcessGroup maintains or enhances its ability to work
Personal Members needs are met
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Adapted from Roger Schwarz’s The Skilled Facilitator
High Performance Team Assessment High Performance Team Assessment (HPTA)(HPTA)
Review the handout…..• GOALS & VISION• PLANNING & EXECUTION• TEAM COMPETENCIES• OUTWARD PERSPECTIVE• TEAM DYNAMICS
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Client’s Culture/ToolsClient’s Culture/Tools• Team Interview • New Hire Orientation
– Understand team concept & employee empowerment
• Buddy System/Checklist• Team Checklist (expectations, roles)
– Clarifies what’s expected of team members– Facilitated by internal facilitator
• Team Improvement Review – Lessons Learned (Team & Individual)– High Performance Team Assessment (HPTA)– Facilitated by internal facilitator
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Client’s Culture/ToolsClient’s Culture/Tools (cont.) (cont.)
• Post Implementation Review (PIR)• Critical Incident Analysis (CIA)• Department Meetings
– Employee and Team Recognition & State of the Union
• Town Halls (need to deal with change or issues)
• THANK YOU Cards - Employee Recognition• Quarterly Values Events & Values Winners
– Teams vs. Individuals
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Communication/Feedback ChallengesCommunication/Feedback Challenges
• We don’t want to hurt each other’s feelings
• We avoid direct and honest feedback
• Do not have good models (positive role models…and modeling)
• THEREFORE, we need to learn how to do it effectively!
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RecommendationsRecommendations
• Review the High Performance Team (HPT) Model and the HPTA
• Define each of the key aspects
• Ensure that support comes from the top!
• Model the expected behavior (especially managers!)
• Teach people how to give and receive constructive feedback
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RecommendationsRecommendations(cont.)(cont.)
• Encourage people to truly listen to feedback and act on it
• Need to practice respecting other’s viewpoints
• Ensure that there are no penalties for speaking out
• Lot’s of training – practice, practice, practice!practice, practice, practice!
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SummarySummary
• Why creating HPT’s are important?• What are HPT’s?• How to create HPT? ---------------------------------------------------------
Any Questions?
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Some ResourcesSome Resources
http://www.odnoregon.org/
http://www.margaretwheatley.com/articles/emergence.html
http://introtochangewithoutmigraines.ning.com/
http://www.managementhelp.org/grp_skll/theory/theory.htm
Greg Sievers GS Consulting LLC g.C 503-833-2016 [email protected]
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http://extraordinarygroups.com/
http://www.schwarzassociates.com/
http://www.tnellen.com/ted/tc/schein.html