Building a HighBuilding a HighPerformance TeamPerformance Team

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What is a High What is a High Performance Team?Performance Team?

• Focus on a shared purpose

• Enhanced problem-solving & decision-making

• High Skills, Attitude & Leadership

• Diverse backgrounds, personality styles, opinions, ideas and talents

• High level of commitment & motivation

• Understand business needs

Skill AssessmentSkill Assessment

• Is he communicative?

• Is she collaborative?

• Is he self-directed?

• Is he motivated?

• Is she flexible?

Key Roles and ResponsibilitiesKey Roles and Responsibilities

• Change agent—provides stability during change

• Communicator—keeps everyone in the loop• Process analyst—manages & improves

processes• Relationship manager—develops relationships

Systems and strategic thinker—helps team focus on long-term planning

• Team leader—ensures a well-managed project

Cultivate a Project Team Cultivate a Project Team CultureCulture

Benefits: Enhances the ability to innovate Produces top results Increases team members’ sense of

empowerment Fosters commitments to risk-taking Increases productivity

Fostering Considered Risk-takingFostering Considered Risk-taking

To help your team take calculated risks,

you need to: Have the nerve to be different Be willing to try new behaviours Be willing to manage your team’s egos Be willing to examine their behaviour Be able to work with uncertainty

Establishing Attributes of Establishing Attributes of High PerformanceHigh Performance

• Clearly defined focus and goals• Commitment and motivation• Leader moves team to interdependence• Synergy in the team• A fresh approach when it fails• Encourages members to share their half-

thoughts• Don’t just reorganise but build something

new

How Strategic Leadership How Strategic Leadership WorksWorks

• Recommend, don’t delegate• Destroy fear, build trust• Demonstrate your own commitment, others will

follow• enhance strengths and minimise weaknesses• Keep raising the bar—your team will match your

expectations • Leader is collaborator, not commander

Informal ProcessesInformal Processes

• The informal processes you should encourage in your team are:

Recognising and celebrating Communicating and connecting Responding and adjusting

People and EmotionsPeople and Emotions

High-performance teams share these

emotions: Inclusion – support, appreciation,

& involvement in decision-making Pride - looking forward to work Devotion - responsibility, personal sacrifices Dedication - teaching skills down the line Trust - no finger-pointing

TEAM WORK AND TEAM WORK AND RESULTS WITHOUT RESULTS WITHOUT

AUTHORITYAUTHORITY

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1. ESTABLISHING AN EFFECTIVE 1. ESTABLISHING AN EFFECTIVE TEAMTEAM

The team should :

• Know its mission

• Understand each one’s role

• Have a positive attitude

1a. KNOW WHY TEAMS STRUGGLE1a. KNOW WHY TEAMS STRUGGLE

Teams fail to be productive because of -

• Poorly defined leadership

• Unclear team mission

• Lack of clarity about roles

• Unsupportive environment

1b. UNDERSTANDING THE TEAM’S 1b. UNDERSTANDING THE TEAM’S MISSIONMISSION

• Define goals

• Identify responsibilities

• Determine team’s lifespan

1c. ESTABLISHING TEAM ROLES1c. ESTABLISHING TEAM ROLES

• Identify formal roles – leader, recorder, time keeper, gate keeper etc.

• Define informal roles – members identify other/missing roles

• Volunteer informal roles – people choose roles they fit into

1d. CREATING A POSITIVE TEAM 1d. CREATING A POSITIVE TEAM ENVIRONMENTENVIRONMENT

• Encourage team mates to lend a helping hand

• Praise what the team does well

• Reinforce teams performance and importance

2. PLAYING YOUR PART IN THE 2. PLAYING YOUR PART IN THE TEAMTEAM

Success is assured if:

• Everyone communicates effectively

• Members participate eagerly

• Members support each other

• Members learn from others and enhance their skills

2a. COMMUNICATING WITH THE 2a. COMMUNICATING WITH THE TEAMTEAM

• Listen for understanding

• Give positive feedback

• Criticize constructively

2b. SUPPORTING OTHER TEAM 2b. SUPPORTING OTHER TEAM MEMBERSMEMBERS

• Facilitate exchange of ideas

• Encourage participation

• Acknowledge accomplishments

2c. PARTICIPATING EFFECTIVELY 2c. PARTICIPATING EFFECTIVELY IN TEAM MEETINGSIN TEAM MEETINGS

• Present information appropriately

• Guide discussion

• ‘Sell’ ideas

3. MAINTAINING A WINNING 3. MAINTAINING A WINNING TEAMTEAM

• Maintain the zeal

• Reiterate the advantages of consistency

3a. RUN PRODUCTIVE 3a. RUN PRODUCTIVE MEETINGSMEETINGS

• Maximize effectiveness

• Assign actions

• Ask target questions

3b. SOLVE PROBLEMS 3b. SOLVE PROBLEMS EFFECTIVELYEFFECTIVELY

• Ask problem-solving questions

• Build bridges between members

• Lead the teams to informed choices

3c. ENCOURAGE EFFECTIVE 3c. ENCOURAGE EFFECTIVE DECISIONSDECISIONS

• Clarify issues

• Encourage inputs

• Strive for consensus

3d. COPE WITH DIFFICULT 3d. COPE WITH DIFFICULT MEMBERSMEMBERS

• Confront them

• Establish boundaries for behaviour

• Enforce those boundaries

MAKING MAKING CROSS-GENERATIONAL CROSS-GENERATIONAL

TEAMS WORKTEAMS WORK

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1. THE CROSS-GENERATIONAL 1. THE CROSS-GENERATIONAL TEAMTEAM

• The variety in a cross-generational team can divide or be the key to success

• A good leader can utilize the potential in a cross-generational team to advantage

1.1. WHAT ARE WHAT ARE CROSS-GENERATIONAL CROSS-GENERATIONAL

TEAMS TEAMS

The four types in a cross-gen team:

• Silent Generation (SG)-born before 1946

• Baby Boomers (BB)-born between 1946 & 60

• Generation X (GenX)-born between 1960 & 80

• Generation Next (GenNxt)-born after 1980

1a. TRAITS OF 1a. TRAITS OF CROSS-GENERATIONAL TEAMSCROSS-GENERATIONAL TEAMS

• Work Ethics –The SG & BB share values of hard work, integrity, honesty & are experienced

• Mentoring – Nxtrs admire and want older members to mentor them

• Independence – Xrs like to be independent, but offer advice when approached

• Technical Help – Nxtrs can train SG in technical aspects

1b. ISSUES FACING CROSS-GEN 1b. ISSUES FACING CROSS-GEN TEAMSTEAMS

1) Age-related work preferences and perspectives

2) Difference in work ethics

1) Age-related Work Preferences 1) Age-related Work Preferences

• SG – pragmatic, result-oriented, careful about resources

• BB – positive, optimistic, believe that things will improve

• GenX – critical thinkers, very realistic in approach

• GenNxt – Positive and hopeful like BB

2) Difference in Work Ethics2) Difference in Work Ethics

• SG – fierce loyalty & hard work, sacrifice personal life for professional ends

• BB – extremely driven, push themselves to reach self-set goals

• GenX – introduced the concept of balance between family and work

• Gen Nxt – have traits of BB, respect SG, motivated and want to make a difference

1c. SUPPORTIVE ENVIRONMENT1c. SUPPORTIVE ENVIRONMENT

• Flexible management style

• Open communication

• Respect for diversity among employees

• Encouragement of employee independence

• Acceptance of conflict

2. HELPING CROSS-GEN TEAMS 2. HELPING CROSS-GEN TEAMS FUNCTION EFFECTIVELYFUNCTION EFFECTIVELY

• Cross generation teams need extra help to function effectively

• We need to capitalize on their strengths

• And keep the motivation high

2a. ESTABLISH PROTOCOLS2a. ESTABLISH PROTOCOLS

• Leadership roles

• Procedure for decision-making

• Rules for resolving conflicts

2b. MOTIVATING CROSS-GEN TEAMS2b. MOTIVATING CROSS-GEN TEAMS

• Provide meaningful and important work

• Increase teams visibility

• Tie rewards to collective goals

3. OVERCOME CHALLENGES3. OVERCOME CHALLENGES

• A leader who understands the diversity and helps members, will lead the team to success

3a. CHALLENGES INVOLVING 3a. CHALLENGES INVOLVING OLDER MEMBERSOLDER MEMBERS

• The SG fear change

• They wish to use proven solutions

• The BB value personal achievement more than team performance

Strategies to Overcome This:Strategies to Overcome This:

• Reassure that change is acceptable

• Allow them to consider past solutions in present circumstances

• Encourage BB to take collective view

3b. CHALLENGES INVOLVING 3b. CHALLENGES INVOLVING YOUNGER MEMBERSYOUNGER MEMBERS

• Nxtrs advocate change for its own sake

• Xrs are too independent

• Nxtrs expect guidance and collaboration

Strategies to Overcome This:Strategies to Overcome This:

• Teach them to use change only if beneficial

• Let Xrs have control over tasks but be responsible for interaction for those tasks

• Let Nxtrs have supervision through SG mentors

• In turn let them help SG in technical tasks

3c. RESOLVING CONFLICTS3c. RESOLVING CONFLICTS

Reasons for conflict:

• Different methods of communication used by SG and Nxtrs

• BB & GenX’s opposing attitudes to work hours

• Independent style of Xrs versus collaborative style of Nxtrs

Strategies to Overcome This:Strategies to Overcome This:

• Use different methods of interaction & communication

• Discuss openly so that people know why and what they do

• Let SG mentor Nxtrs

• Let Xrs work independently on projects but report periodically

THANK YOUTHANK YOU