teams highperforming

7/23/2019 Teams HighPerforming

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Leading and Developing

High Performing Teams

Larry D. CobleSchool Leadership Services


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Larry D. Coble, School Leadership Services 2

Tree

ShoeCar

Rock

GlassFish

Sky

Hen

Ball

Jump


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Tree

ShoeCar

Rock

GlassFish

Sky

Hen

Ball

Jump


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Larry D. Coble, School Leadership Services

List three characteristics of a person you trust.

Develop a efinition of team trust.


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Larry D. Coble, School Leadership Services !

!ork

Group Team

Hi"h#erformin"

Team

" Independent " Interdependent

"Shared Goals

"Shared

Accountability


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Teams vs. Tradi$ional %rgani&a$ion

$r"ani%ational structure is flat rather thanlayere.

Team is responsi&le for '(hole) *

processes+multiple tasks. ,ministrators coach- avise- facilitate. Teams are accounta&le for plannin"- controllin"-

improvin" their (ork. Leaership is share. nformation is share. Re(ars &ecome team &ase.


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Training Con$en$ for Teams

/nerstanin" "roup ynamics 0self1unerstanin"2

Listenin" Givin"+receivin" fee&ack Reactin" constructively to others3 ieas 4aluin" iniviual ifferences

Conflict mana"ement #ro&lem1solvin" Decision1makin"


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Percep$ions

567 1 Teams improve employee morale. 687 1 Teams improve mana"ement morale.

9:7 1 Teams contri&ute to increase profits. ;:7 1 Teams have improve the 7 1 Teams have improve prouctivity.

Goo?e(s,&outTeams@


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+ Team s-

!hat ima"es come to min (hen you

hear the (or 'Team)A


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+ Team s-

a group of individuals who work together to produceproducts or deliver services for which they are mutuallyaccountable.

-- Mohrman et al. a small number of people with complementary skillswho are committed to a common purpose, performancegoals, and approach for which they hold themselvesmutually accountable.

-- Katzenbach and Smith two or more people who must coordinate theiractivities to accomplish a common goal.-- Shonk


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entify the kins of teams that eist in

your school+istrict or or"ani%ation.


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Teams vs. ro/ps

Teams generally have a s$ronger sense ofiden$ifica$ion among $heir members $han dogro/ps.

Teams have common goals or $as0s, 1hich mayrange from $he developmen$ of a ne1 prod/c$ $oan a$hle$ic leag/e championship.

Tas0 in$erdependence $ypically is grea$er 1i$h$eams $han 1i$h gro/ps.

Team members of$en have more differen$ia$edand speciali&ed roles $han gro/p members.


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Larry D. Coble, School Leadership Services )4

ro/p orms

-are the informal rules groups adopt to regulateand regularize group membersbehaviors.

Although norms are only infrequently written downor openly discussed, they nonetheless often havea powerful and consistent influence on behavior(Hackman, 1976).


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Larry D. Coble, School Leadership Services )

ro/p orms

facili$a$e gro/p s/rvival

simplify or ma0e more predic$able 1ha$ behavior ise5pec$ed of gro/p members

help $he gro/p avoid embarrassing in$erpersonalproblems or

e5press $he cen$ral val/es of $he gro/p and clarify 1ha$is dis$inc$ive abo/$ $he gro/ps iden$i$y(Feldman, 1984)

-do no$ govern all behaviors, 6/s$ $hose a gro/p

feels are impor$an$. orms are more li0ely $o be

seen as impor$an$ and ap$ $o be enforced if $hey


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Larry D. Coble, School Leadership Services )!

' 7ey Charac$eris$ics

Clear vision

High performance s$andards

Leaders $a0e s$oc0 Leaders assess $he $echnical s0ills

Leaders sec/re reso/rces and e8/ipmen$

Planning and organi&ing High levels of comm/nica$ion

9inimi&ed in$erpersonal conflic$

Task,ccomp

lishment

.nterpersonal


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Larry D. Coble, School Leadership Services )#

Team Development !heel

+dap$ed from: S;


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Larry D. Coble, School Leadership Services )'

S$ages of Team Developmen$

Forming Dependen$ on leader Concern abo/$ clari$y of $as0

Storming Conflic$ 1i$h members, leader, and $as0

Norming Cohesiveness Shif$ing leadership

Performing n$erdependency Crea$ivi$y High Prod/c$ivi$y


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Larry D. Coble, School Leadership Services )(

Principles for

;ffec$ive Team1or0 +ll $eam members share responsibili$y for $he $eam. The en$ire $eam sho/ld s/ppor$ $eam decisions. Bse me$hods $ha$ allo1 as many of $he $eam members

$o par$icipa$e as possible. e fle5ible in r/les, agenda, and in all proced/res. C/$ do1n $he $hrea$ $o individ/al members. ;val/a$e $eam progress con$in/ally.

e conscio/s of $he impor$ance of $he roles yo/ andeach $eam member play.

Le$ $he $eam be ac$ive.


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Larry D. Coble, School Leadership Services 2*

e$ %ff $o a ood S$ar$

TaskStructure

Group

Bounaries

?orms

,uthority

Adapted from Leadership Enhancing the Lessons of Experience. R. Hughes, R.Ginnett, G. Curph. !r"on #oo$ %eam, Chi&ago. 'nd ed. 199. . *49.


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Larry D. Coble, School Leadership Services 2)

;5ercise:

Par0er Team Player

S$yle nven$ory


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Team Player S$yles

Con$rib/$or

Collabora$or

Comm/nica$or

Challenger


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Team /ilding =ideo


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;5ercise:

+ssessing %rgani&a$ional


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;5ercise:

;mployee nvolvemen$:

?here Does $he School Sys$emS$and o1


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Larry D. Coble, School Leadership Services 2!

Team Effectiveness

Leadership ModelA mechanism to first identify what makesa team effective and then point the leader

either toward the roadblocks that arehindering the team or toward ways tomake the team even more effective than it

already is.


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Larry D. Coble, School Leadership Services 2#

+ Sample of Teams %bserved

Surgical teams

Space Shuttle processingteams

Top management teams

Product developmentteams

Covert intelligence teams

Dental teams

Satellite launch teams

Athletic teams

Ad hoc teams

B-1 and B-52 bombercrews

Military transport teams

Hyperbolic enginemaintenance teams


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Larry D. Coble, School Leadership Services 2'

Eo/ eed a Team ?hen-

You have an ambiguous, complex task

with a common goal [not for a routine

task].It is a situation where differentiated rolesare required [different people needed to

do different things].You need input from multiple perspectives[interdependence is required for success].


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Larry D. Coble, School Leadership Services 2(

$RG,?,T$?,L SHLLS

;nvironmen$ ;nvironmen$

nd/s$ry

%rgani&a$ion

ro/p >orma$ion

T;+9a$ 1or0

T,SE

B$/

?D,RF ,/TH$R

.TF

?$R

GS


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?ha$ Dis$ing/ishes a HighFPerforming

Team from a


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!ork

GroupTeam

Hi"h#erformin"

Team

" Independent Interdependent

Shared goals"Sharedaccountability

Significant task

Good leadership

ommitmentlear mission

Think!Act creati"ely

#elationships

#ecogni$e each other%s e&pertise

Sense of indi"idual satisfaction

Synergy


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Sys$ems Theory

?#/T #R$CSS $/T#/T

Adapted from Leadership Enhancing the Lessons of Experience. R.Hughes, R. Ginnett, G. Curph. !r"on #oo$ %eam, Chi&ago. 'nd ed.199.


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Sys$ems Theory for Teams

?#/T #R$CSS $/T#/T


Team

Resources

an

Contet

Team

#rocess

Team

ffectiveness


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Tradi$ional >oc/s for n$erven$ion

?#/T #R$CSS $/T#/T


Team

Resources

an

Contet

Team

#rocess

Team

ffectiveness


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;5ercise:

+$ yo/r $able gro/ps, $ell one ano$her, in

Gro/nd robin fashion, a Gs$ory abo/$ $he

;ST$eam of 1hich yo/ have ever beena par$.


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;5ercise:

The listeners are to search for thecharacteristics that made these teams

successful.Jot these characteristics downindividually.

Compare notes and develop a consensuslisting of characteristics of successfulteams.


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Leaders mpac$ on Teams


%he leader is a po"erful fa&tor.

+ome are great.

+ome ou &ant stand to -e around.

ou &an tell the di/eren&e -et"een goodones and -ad ones, and its mostl - gutfeel.


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;5ercise:

Go back to the Best Team of whichyouve ever been a part.

Describe the BEHAVIOR of the leader(s).


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Team Leadership

The Team Leaders job is to createconditions for the team to function

effectivelymust give enough informationabout the task(s)not too little or toomuch.


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Team Leadership

Team Leadership is a front-loadingopportunity: taking the time to clarify

tasks, goals, and roles UP FRONTcreates an environment for effectiveteamwork.


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;ffec$ive Leaders of High Performing Teams

Do These 4 ehaviors +ll $he Time:

1. +pend time 0up front&reating the team.

*. +ta &alm "hen 0the going

gets rough.

'. 2earn from mista$es.

4. 3eelop team mem-ersthrough e/e&tie &oa&hing.


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orms

Norms) *nwritten+ but "ery powerful+

rules of beha"ior

Team Leader should get two or three veryimportant and powerful norms in place atthe beginning.


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+/$hori$y Con$in//m

Laisse%1Faire

Anarchy

Democratic

* mpo(erment *

,utocratic

Totalitarian

Democra$ic $o +/$ocra$ic is 1here effec$ive

leadership occ/rs.



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Team Leadership is Si$/a$ional

+/$ocra$ic $eam leadership is $he bes$ s$yle in

a CRSS.


,utocratic

+ crisisis $he only$ime a/$ocra$ic $eam

leadership is more effec$ive $han democra$ic.


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Larry D. Coble, School Leadership Services 4Adapted from Leadership Enhancing the Lessons of Experience. R.Hughes, R. Ginnett, G. Curph. !r"on #oo$ %eam, Chi&ago. 'nd ed.199.

D/ring $he firs$ mee$ing, $he Team Leader

sho/ld demons$ra$e $he 1hole range ofs$yles FF from Democra$ic $o +/$ocra$ic.

Democratic ,utocratic


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Team Leadership

?#/T #R$CSS $/T#/T


Team

Resourcesan

Contet

Team#rocess

Teamffectiveness

3ir

e&ti

on

3esig

n

3e4elo

pm

ent

5onitorin

gteam

e/e&ti4eness

is

managem

ent6not

leadership

.


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4S$?

Design

Direc

$ion

De

ve

lopm

en

$

TEAM LEADERSH!

on team e""ecti#ene$$%eedback

%eedback

%ee

dbac

k

%eedback

Sel"-e""icacy

!otency

En#ironment

nd&$try

%rgani&a$ional np/$s

%F) /$/re capabili$y of $eam

ndivid/al sa$isfac$ion

+dap$ed from Leader$hi' Enhancin( the Le$$on$ o" E)'erience.


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%/$p/$s

, team is effective if its productive output (goods, services, decisions)meets the standards of quantity, quality, and

timeliness of the people who use it; the group process that occurs while the team isperforming its task enhances the ability of themembers to work together as a team in the future;

and The team experience enhances the growth andpersonal well-being of the individuals who comprisethe team.

Adapted from7 Groups that Work(and Those that on!t".Ha&$man, 199.


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%ne +pplica$ion of $he 9odel:

The model can help if yo/ 1an$ $o assis$ $eams in

organi&a$ions $ha$ are already /nder1ay and

are having some diffic/l$y.

Diagnosis

Leverage Poin$s


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Larry D. Coble, School Leadership Services *


$1> Re(ar Systems%F2 ;d/ca$ion Sys$ems

%F3 nforma$ion Sys$ems

%F4 Con$rol Sys$ems

Team Design

T1> TaskTF2 Composi$ion

TF3 orms

TF4 +/$hori$y

ndivid/al np/$s

1> nterests+otivationF2 S0ills I +bili$y

F3 =al/es I +$$i$/des

F4 n$erpersonal ehavior

#1> ffortPF2 7no1ledge J S0ills

PF3 S$ra$egy

PF4 ro/p Dynamics

Process Cri$eria

+dap$ed from Leader$hi' Enhancin( the Le$$on$ o" E)'erience.


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Larry D. Coble, School Leadership Services )


%F)


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%F)


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Team Leader


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;ffec$ive Leaders of High Performing

Teams Develop Team 9embers y:

;mpo1ering $he $eam $hro/gh $he sharing ofbo$h responsibili$y and acco/n$abili$y and$hro/gh $he eval/a$ion of individ/al members of

$he $eam as 1ell as $he 1hole $eam. ;ns/ring $ha$ a $eams $as0s are consis$en$ 1i$h

$he vision, mission, and goals of $heschoolIdis$ric$ or organi&a$ion.

Providing professional gro1$h oppor$/ni$ies $ha$are aligned 1i$h $he overall school plan and 1i$h$he $as0s $he $eam is being as0ed $o /nder$a0e.


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Larry D. Coble, School Leadership Services

;5ercise:

Describe yo/r vision for yo/r 1or0

$eam.


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Larry D. Coble, School Leadership Services !

;5ercise:

Team Performance


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Larry D. Coble, School Leadership Services #

ac0 Home +pplica$ions

Ho1 1ill fos$er and enco/rage

T, D4L$#?Tfor con$in/o/s

improvemen$ in my schoolIdis$ric$ ororgani&a$ion


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;5ercise:

?ilderness S/rvival

teams highperforming

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