high performance teams 09
TRANSCRIPT
Building High Performance Teams
If you depend on yourself to be the only leader, you will find it physically and emotionally
impossible.
Your top team must be a group of people you completely trust.
You can’t be the only one concerned with this issues of growth.
---Jana Matthews-- Building an Awesome Organization
Because teams are made up of imperfect human beings, they are inherently dysfunctional.
Building “team” comes down to mastering a set of
behaviors that are theoretically uncomplicated but extremely difficult to put into practice everyday.
Patrick Lencioni- The Five Dysfunction's
of a Team
Ponder this:Think of one “real world” example when you were part of a winning “TEAM”.
What were the critical elements of its success?
Was there ever internal conflict?
If so-- how did the team handle it?
Did the various team members trust each other?
How was that exhibited?
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Fear of Conflict
Absence of Trust
The Five Dysfunctions of a Team
P. Lencioni
Red Flags You have a poorly functioning team if:
Top team members are focused solely on running their own departments and have little appreciation of other departments
People get inconsistent messages from top team members
Difficult to achieve consensus among top team
Top team members complain that they do not get enough time with you or you with them
Your team members are still coming to you for decisions
Top team members “don’t have time for meetings”
People believe that leadership is constantly changing directions
Big decisions are announced but rationale is not explained
Team DiscussionTake Survey that the facilitator has for you.
Note which area(s) are most troublesome to you?
Initial your trouble area on the white board grid.
I. Absence of Trust
Trust lies at the heart of a functioning, cohesive team.
Without it, teamwork is all but impossible.
Enables team members to feel that their peer’s intentions are good and there is no reason to be protective.
Vunerablilities: Weakness, skill deficiencies, interpersonal
shortcomings, mistake and requests from help.Problems stem from unwillingness to be “vulnerable” within the group
Problem is: We have been taught to be competitive and protective of our reputations.
What happens when there is an Absence of Trust ?
People: Conceal their weakness and mistakes from one another
Hesitate to ask for help or provide constructive feedback
Hesitate to offer help outside their own responsibility
Jump to conclusions about the intentions and aptitudes of other without attempting to clarify them
Fail to recognize and tap into one another’s skills and experiences
Hold grudges
Dread meetings and find reasons to avoid spending time together.
Trust Assessment Score
Strategies to Eliminate:
Absence of Trust
Identify and discuss individual strengths and weaknesses
Spend considerable time in face to face meetings and working sessions
Admit weaknesses and mistakes and ask for help
Accept questions and input about your area of responsibility
Take risks in offering feedback and assistance
Appreciate and tap into one anothers skills and experiences
Offer and accept apologies without hesitation
Look forward to meetings and other opportunities to work as a group
II. Fear of ConflictThe desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.
By building trust-- the team do not hesitate to engage in passionate debate without punishment.
Purpose is to produce the best possible solution.
It is not--- Destructive fighting or interpersonal politics.
Teams that avoid Conflict
Have boring meetings
Create environments where back channel politics and personal attacks thrive
Ignore controversial topics that are critical to team success
Fail to tap into all the opinions and perspectives of team meetings
Waste valuable time
Conflict Assessment Score
Strategies to overcome:
Fear of Conflict
Acknowledge that conflict is required for productive meetings
Establish common ground rules for engaging in conflict
Understand individual team members natural conflict styles
Coach one another not to retreat from conflict
Productive Conflict leads to commitment
III. Lack of CommitmentThe lack of clarity or buy in that prevents team members from making decisions they will stick to.
Cause number one: Consensus
Great teams achieve buy in even when complete agreement is impossible
All views are considered but they rally around the decision made by group
Impasses are resolved by leader
Cause number two: Certainty
A decision is better than no decision
Paralysis by analysis destroys team confidence
Conflict releases the group genius
Teams with a Lack of Commitment
Create ambiguity among the team about direction and priorities
Watch windows of opportunity close due to excessive analysis and delay
Breed lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourage second-guessing among team members
Commitment Assessment Score
A Team that CommitsCreates clarity around direction and priorities
Aligns the entire team around common objectives
Develops an ability to learn from mistakes
Takes advantage of opportunities before competitors do
Moves forward without hesitation
Changes direction without hesitation or guilt
Strategies to build a
Team that Commits
Review Commitments at the end of each meeting to ensure all team members are aligned.
Cascading Messages--agreement on what was said and what needs to be communicated.
Establish Deadlines and honor them
Adopt a “disagree and commit” mentality-- make sure that all team members are committed regardless of initial disagreements
IV. Avoidance of Accountability
The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance.
Great teams hold one another accountable--thus demonstrating respect and have high expectations
Teams must have a strong sense of what is expected.
A Team that avoids Accountability
Create Resentment among team members who have different standards of performance
Encourages mediocrity
Miss deadlines and deliverables
Places an undue burden on the team leader as the sole source of discipline
A Team that holds one another
Accountable
Ensures that poor performers feel pressure to improve
Identifies potential problems quickly by questioning one another’s approaches without hesitation
Establishes respect among team members who are held to same high standards
Avoids excessive bureaucracy around performance management and corrective action.
Accountability Score
Strategies for overcoming
Avoidance of AccountabilityAdherence to a few classic managerial tools
Publication of goals and standards
Clearly communicate goals and standards of behavior.
The enemy of accountability is ambiguity
Regularly discuss performance verses goals and standards
Simple and regular progress reports
A little structure is key
Team members should regularly communicate with each
Team Rewards
Shift away from individual rewards-- (encourages the team to act.)
V. Inattention to Results
Pursuit of individual goals and personal status erodes the focus on collective success.
Team stagnates / fails to grow
Rarely defeat competitors
Loses achievement-oriented employees
Encourages team members to focus on their own career and individual goals
Team is easily distracted
Inattention to Results Score
Strategies for Overcoming:
Inattention to Results
Teams should focus is on Collective results
Retain achievement-oriented employees
Minimize individualistic behavior
Results:
Benefit from individuals who subjugate their own goals/ interest for the good of the team
Avoids distraction
The Leaders RoleOne: Building Trust
Demonstrate Vulnerability First
Risk losing face
Do not punish vulnerability
Be genuine
Two: Reduce Fear Of Conflict
Avoid protecting team members
Mine for conflict
Do not take conflict off line
Adherence to schedule
The Leaders RoleThree: Expect Commitment
Be comfortable with prospect of a decision that could turn out wrong.
Constantly push for group closure around issues
Adhere to set schedules
Four: Enhance Accountability
Allow team dynamics to work
Serve as the ultimate arbiter of discipline if the team fails
Five: Focus on Results
Set the tone for results focus
Be selfless and objective
Reserve rewards and recognition for those who make real contributions to team goals.