Building and Leading

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


Ingredients

1. Trust

2. Vision

Real, clear, defined, concrete

Defines future state

Inspirational & motivating

Team focused on vision

Justifies the hard work


Ingredients

1. Trust

2. Vision

3. Optimism

Achievement fueled by hope

Balance realism & optimism

Thrive to persevere

Focus on the end goal


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


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


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


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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


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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.


Traditional Focus for Intervention

INPUT PROCESS OUTPUT

Team Resources

and ContextTeam

ProcessTeam

Effectiveness


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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.


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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.


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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.


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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

Documents

Building and Leading