How to Create a High Performance Team

HPT -‐ Produc+vity Increase

Effectiveness

Team Centered Managers make all important operational decisions; inform employees with instructions. This environment encourages conformance to policies, procedures and standards.

Open discussions between managers and employees; manager makes final decision. Typically, group meets regularly with managers. This environment encourages acceptance of policies and standards.

Managers hope to generate ideas and strengthen commitment by allowing employees to provide recommendations to operational problems. This environment encourages contributions from employees.

Self-Managed* Teams influence areas including decision making, evaluating, reward and recognition and consequence management. This environment encourages individual and team growth development.

Influence

Typically Today Minimum Target to Achieve Process Centric Organization

Tell

Leader Driven

Time 2

Teams assume total responsibility for all aspects of their jobs. Multi-skilled members manage their own efforts. This environment encourages operational accountability and increased productivity.

Decide

Need to Determine Target Range

Participate

Sell

Self-Directed

Team Driven

HPT – 4 Leadership Styles (High)

High Supportive & Low Directive

High Directive & High Supportive

Supportive

Problem Solving Team Fully Functional

l

Team Involvement Low Supportive & Low Directive

High Performance (Low)

High Directive & Low Supportive Information Sharing Blanchard

(High)

HPT -‐ Role of Leadership High Performance Team Fully Functional E F F E C T I V E N E S S

Beginning Team Involvement Information Sharing • Explains decisions and provides opportunity for clarification • Make decisions and • Held accountable inform members • Supportive of member • Control and monitor input all team activities • Initiates and facilitates • Provide overall all formal/informal discipline and meetings adherence to plan

Leader Driven

• Transfers decision making process • Team assumes total Problem responsibility for all aspects Solving •Transfers ownership of of their job decision making process • Provide guidance upon for some functional area’s request (e.g. customer satisfaction • Perform feedback and • Still owns decision and productivity results) recognition making process • Delegate responsibilities • Shared leadership valued • Shares problem solving to develop individual and over hierarchical process - responsible team growth • Communicate organization for final resolution • Coach and train team strategies and long • Transfer some leadership members on leadership term plan to team roles; responsibility to behavior and problem • Gives the authority, trust initiate some formal and solving and needed resources to informal meetings • Provides and facilitates the operate • Continually stretch the opening of direct line of • Team members are inteam to become fully communication on strategic clusive of external refunctional and tactical information sources/stakeholders • Provide corrective action when necessary

Team Driven

HPT -‐ Role of Members High Performance

E F F E C T I V E N E S S

Team Fully Functional

• Efficient and effective decision making process • Self correcting/self directing Problem • Uses external resources Solving effectively • Decision making process • Focus on results/action Beginning used, sometimes inefficient oriented • Determine work practices Team • Peer support and feedback • Team camaraderie evident Involvement • Team behavior beginning is more important than • Members work harder not emerge hierarchical relationship always smarter • Responsible and account• Function without a Information • Confrontation is common able for recommendations permanent internal leader Sharing • Inward team focus: • Design and manage total • Look to leadership • Conflict over leader’s - team members support role and traditional work unit for direction one another often to the member roles • Determine manpower • Trust level being exclusion of those not on • Openly discuss issues, requirements, selection, • No input into decision tested without the team question leader for and scheduling making process much risk • Team based and peer clarity • Constructive confrontation • Look to authority for • Defensive about review reward and recog• Embracing team goals direction diagnosing as a nition • Some confrontation; • Dependent upon leader team tends to be personal for all information • Openly discuss • No accountability issues

HPT – Common Bond Team Norms Respect for the Individual

Dedication to Helping the Customer

• Soliciting inputs • Personal ownership of • Open sharing of a customer/client information problem • Listening before speak- • Customer satisfaction ing & active listening becomes standard agenda • Being available for each item for meetings that other discuss results • Recognizing the whole • Soliciting and listening person (beyond the work- customer needs place) • Request supplier require• 360 degree feedback ments w/o repercussion • Learning from break downs

Highest Standards of Integrity • Trust is a given • Don’t lie, distort, or over promise • Exhibit total honesty in design and use of measurement system • Telling like it is (reward these people) • Send honest message to customers and employees • No hidden agenda

Innovation • Reward risk taking • Accept ideas of others • Wearing multiple hats (functional and team member) • Keeping skills current • Find ways to do your job better • Active listen to dissenters • Willingness to reconsider ways of doing things

Teamwork • Goals are set by the team • Peers recognize contribution of each other • Any team member can represent the interests of the team • Sharing; creating power together as a team • Stress team decisions (but make decisions)

HPT – Job Readiness

Deliverables Performance

High

This 20% delivers at 100%

Incent, retain, use best practices for middle 60% and recruiting

This 60% delivers at 70%

This 20% delivers at 30%

High potential & steady performers Train w/best practices, reward Increase productivity Change job requirements Eliminate / change job structure Evaluate right person in job

Low Most Effective Work

Eﬀec+veness Assessment -‐ Example Strongly Disagree

Disagree Somewhat Somewhat Agree Disagree Agree

Strongly Agree

1

2

3

4

5

6

1. Team goals are understood and meaningful to team members.

1

2

3

4

5

6

2. Team utilizes & regulates procedures to guide team performance.

1

2

3

4

5

6

3. Team uses established & agreed-on approach to decision making.

1

2

3

4

5

6

4. There is open & participative communications among all team members.

1

2

3

4

5

6

5. Team members feel safe being themselves and are encouraged to try creative approaches.

1

2

3

4

5

6

6. Conflict is dealt with openly and resolved in a constructive manner.

1

2

3

4

5

6

7. Leadership roles are shared by all team members.

1

2

3

4

5

6

8. Team resources are fully recognized and utilized.

1

2

3

4

5

6

9. Team receives information needed to be effective.

1

2

3

4

5

6

HPT Assessment Results -‐ Example 75% 13c

Working well for a large portion of the team w/ a couple of exceptions

13d 14 9 10 12

Working well for about half, barely acceptable for half

11 13b 13a

Strongly Agree & Agree

50%

5

8 1

25% 4

Barely acceptable for most w/ a few exceptions either side

3

Not working for a few, barely acceptable for everyone else

7

0%

2 6

25% 50% 75% Strongly 9 Disagree & Disagree

HPT Assessment Results -‐ Example Survey: Overall HPT Maturity

Stage 1 (Tell) Stage 2 (Sell) Stage 3 (Par+cipate) Stage 4 (Inﬂuence) Stage 5 (Decide)

25% 25% 33% 17% 0%

Avg.

HPT Assessment Results -‐ Example Stage 1 (Tell):

Organiza+on Structure – Teams Governance Tool Capabili+es Development

Stage 2 (Sell):

Organiza+on Structure – Func+onal Staﬀ One-‐On-‐One Mee+ngs “Take Aways” Mgmt. Tool Quality of Life

Job Descrip+ons Performance Appraisals Mo+va+ng High Performance

President’s Calendar Board Prepara+on Event / Ac+vity Calendar Leadership

Stage 3 (Par+cipate):

Weekly Staﬀ Mee+ng Event / Flyer Process

HPT Maturity Model -‐ Example Work Component: ___________ Maturity Level

5 Self-

Teams has authority, trust, resources To assume total responsibility Multi-talented & trained team leads

4 Team

Teams influence important decisions Indiv. & team leadership development Direct 2way communication on strategy

3 Team

Team ideas solicited and used Share basic leadership roles w/ team Share problem resolution accountability

2 Team

Open discussions & team meetings Leader(s) make important decisions Leader(s) explains, clarifies decisions

Directed

Goal

Influencing Participating

Today

General Description

Involvement

1 Info.

Sharing

Org. Specific Description Described by org. members

Leader makes most decisions Leader informs / instructs staff Leader control, monitor team activities Emphasis on policy, stds. 12 conformance Copyright © 2009-2014 TBO International, LLC. All rights reserved.

HPT Project Steps -‐ Example 1.  TBO plans work with leadership 2.  TBO draas communica+on to organiza+on from leaders 3.  TBO facilitates kick-‐off presenta+on 4.  Conduct the Team Effec+veness Assessment 5.  Conduct first team work-‐session 6.  Conduct interviews using Team Assessment as guide 7.  Analysis, conclusions and repor+ng of results 8.  Confiden+al execu+ve out brief 9.  Communica+on of results to par+cipants 10. Implementa+on planning work session at team retreat 13 Copyright © 2009-2014 TBO International, LLC. All rights reserved.

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How to Create a High Performance Team

Published on Dec 12, 2014

TBO International

Is your organization benefitting from the effectiveness of High Performance Teams (HPTs)? Use this presentation to learn how HPTs produce more successful business outcomes, about the roles of leaders and members in HPTs, how to assess team effectiveness, and how to build HPTs. For more information about building High Performance Teams, please see www.tbointl.com Transforming Business Operations: Our Name is Our Mission TBO International, with offices in Houston and San Antonio, is recognized as a firm that consistently helps improve organizational performance through our expertise, objectivity and partnering. Our success is measured by achieving our client's business targets, whether performance, economic or behavioral.