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‘Creating a High Performance Culture’

Leading Teams Presentation

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Page 1: Leading Teams Presentation

‘Creating a High Performance Culture’

Page 2: Leading Teams Presentation

The Leading Teams model involves establishing a clear behavioural framework to enable open, honest and constructive dialogue between all members of the team (regardless of their position) in order to improve performance.

Creating a High Performance Culture

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Our Sporting Clients Include Sydney Swans, Adelaide Crows, Richmond, Melbourne, Essendon, Carlton FC (AFL)

Our Corporate Clients Have Included Bendigo & Adelaide Bank Tennis Australia PGA City of Wodonga Macquarie Bank Quiksilver RipCurl Mercedes Benz

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Team Culture

The culture of any team is simply the ‘behaviours that it rewards’

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Establishing Your Framework How would your team be described

now? In an ideal world, how would you want

your team described? What behaviours do you see that stop

you from being this ‘ideal’ team? What behaviours must you display if

you are to be this ‘ideal’ team?

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Leaders…

Model trademark behaviours

Reward trademark behaviours

Challenge counter-productive behaviours(remember: right way, right time, right place)

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Leaders…

Have followers Drive group values & act when required Are competent (high technical skill level) Always display honesty of endeavor and

act with integrity Are able to communicate (tell, direct,

listen) Are able to build strong relationships

(empathise and understand)

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Peer Assessments

Having established the agreed behavioural framework, each member of the team should then undergo a peer assessment in reference to the Trademark & Trademark Behaviours.

Following each peer assessment, a personal action plan is developed and mentoring relationships begin.

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Understanding Yourself & Others Leading Teams uses the DiSC

behavioural profiling tool. However it is important to note that your behavioural preference should never be used an excuse for the way you behave. It is always secondary to your Trademark & Trademark Behaviours.

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Key Focus Areas for a Successful Program Identify & influence center's of influence (COI’s) Identify blockers and develop a strategy to

reduce ‘blocking’ Level of honest dialogue between COI’s Leaders’ preparedness to receive feedback from

team Leaders have no ‘favourites’ Level of willingness & ability of leaders & team

members to apply knowledge

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How’s your team going? How would your team describe itself – is that congruent with

what you want? What behaviours do you tolerate in your team that you know

are counter productive? Do you hear the language of responsibility? Or the language

of blame & excuses Does your teams culture harbor any deep seated excuses for

poor performance? Who are the real leaders in your organisation? What gets

noticed in your organisation? Why? Is feedback given in your team? Is it honest? Is it done face

to face? How do the recipients respond?

There’s your answer.

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Contact

Justin Peckett (m) 0433192818 or [email protected]

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