How to create high performance teams

1. Teaming workshops Facilitator: Danielle MacInnis

2. Why Dan? Been part of large and small teams – HP corporate team to start up organisations High emotional intelligence, secure, expert facilitator Number of roles, sales, marketing, HR, training Personality traits: honest, transparent, fair, intelligent, great team builder Why facilitator? Keep focus on the team goals Move the discussion, facilitate active learning Give permission to challenge Call out unproductive behaviours Danielle MacInnis

3. Why do teams fail? Many reasons, too many to list them all Personal agendas become more important than team effort Insecurities and self-protected-ness create defensive posturing by team members Lack of a compelling vision by team members that all can agree is more important than their own agendas Failure to communicate Many, many more reasons

4. Team behaviours

5. “The Five Dysfunctions of a Team” By Patrick Lencioni Lack of TRUST INVULNERABILITY

6. Trust means team mates get comfortable being vulnerable with one another Opening yourself up. Showing your weaknesses Developmental opportunities Mistakes, skill deficiencies Interpersonal communication skills Requests for help Source: The Five Dysfunctions of a team – Patrick Lencioni Behaviour 1. Trust – confidence that the intensions of the team members are good and there is no reason to be protective or careful around the group.

7. Assess your team. Step 1. Assessment – Get a baseline. This requires a level of transparency and trust as well as vulnerability to go through this process. Team assessment online survey as a leadership team Or another team MBTI survey tool Team exercise 1.

8. Activity: go around the room and get everyone to answer these questions for the group. Describe these experiences for us? Number of sibilings Home town Unique challenges of childhood Favorite hobby First job Worst job Source: The Five Dysfunctions of a team – Patrick Lencioni Behaviour 1. Personal History ExerciseMinimum time 30 mins

9. Single most important contribution that each of your team mates makes to the team. Also the area that they must improve upon or eliminate for the good of the team. Begin with one person at a time being with the leader. Team effectiveness exercise –60 minutes

10. Myer Briggs - personality insights http://www.humanmetrics.com/cgi-win/JTypes2.asp Skillset and Mindset – strengths and developmental opportunities http://www.liveinthetwo.com/?cid=ad140&source=INTWCA140 RDNA – Relationship Diagnostic Tool http://fg.qualtrics.com/SE/?SID=SV_77pFnQ0XZIlcHju&SVID=Prod (I am qualified to interpret Myer Briggs and 360 surveys with a company called PDI) Profile tools – 1 hr per person

11. Remove it from performance elevation. Identify strengths and weaknesses Give people some feedback and insight to grow. 360 vendor 360 program feedback

12. “The Five Dysfunctions of a Team” By Patrick Lencioni Fear of CONFLICT Artificial Harmony Lack of TRUST INVULNERABILITY

13. Productive debate Concepts and ideas not personality attacks. Be solution in the shortest time. If it is avoided don’t open up this often goes to back stabbing. They revisit issues again and again. Behaviour 2.Fear of conflict

14. 10 yield resolve Issue 1 10 win withdraw 1 Relationship

15. Acknowledge that conflict is positive Minding – minder of conflict. Someone who extracts issues that are sensitive and force members to work through them. (objectivity and to stay with it till the issues is resolved). Coach one another not to retreat from debate. Remind them to the goal. Use personality tools to anticipate responses to conflict. TKI Thomas Kilmman Conflict tool is the world’s best-selling assessment for understanding how different conflict-handling styles affect interpersonal and group dynamics. Engaging in healthy conflict

16. Have lively, interesting meetings Extract and exploit the ideas of all team members Solve real problems quickly Minimize politics Put critical topics on table for discussion Healthy conflict in teams..

17. “The Five Dysfunctions of a Team” By Patrick Lencioni Lack of COMMITMENT Ambiguity Fear of CONFLICT Artificial Harmony Lack of TRUST INVULNERABILITY

18. Clarity and buy in. (everyone in the team) Everyone’s ideas are considered and heard Leader is allowed to make the call Certainty – A decision is better than no decision. Not clear decisions this creates discord. Are we all on the same page. Which decisions should be confidential and which should be shared. Deadlines – clear times and honoring these. Okay to make decisions that are wrong. Behaviour 3. Lack of Commitment

19. Two Dangers to Avoid Going with the consensus of the strong leaders instead of mining out disagreements Waiting until the perfect moment for the perfect decision “A good plan today is better than a perfect plan tomorrow.” Healthy teams unite around the decision even if later it is proven to be wrong

20. “The Five Dysfunctions of a Team” By Patrick Lencioni Avoidance of ACCOUNTABILITY Low Standards Lack of COMMITMENT Ambiguity Fear of CONFLICT Artificial Harmony Lack of TRUST INVULNERABILITY

21. Willing to call out performance or behaviours that might hurt the team. Avoidance of difficult conversations Regularly communicate on how the team is going Publication of goals and behavioural standards Sharing role descriptions List of teaming guidelines- accountability is a shared team responsibility Team rewards – team accountability Behaviour 4. Avoidance of Accountability

22. Ideas Ambiguity is the enemy of accountability Clearly publish exactly what the team needs to do to succeed And what every member needs to do to succeed Clearly publish a set of behavior standards

23. “The Five Dysfunctions of a Team” By Patrick Lencioni Status and Ego Inattention to RESULTS Avoidance of ACCOUNTABILITY Low Standards Lack of COMMITMENT Ambiguity Fear of CONFLICT Artificial Harmony Lack of TRUST INVULNERABILITY

24. Own needs or collective results Individual Status – their mission is more important than the team Retain achievement-oriented members Minimize disruptive individualism Enjoy success and suffer failure acutely Benefit true team players Avoid distractions Behaviour 5. Inattention to results

25. High standards Clarity Genuine harmony Vulnerability

26. Build your own team rules

28. Create an atmosphere of candour

29. Disagree without fear

30. Positive energy

31. Cheery and collaborative

32. Self confidence and humility

33. Relicense – own your mistakes, move on

35. Danielle MacInnis Marketing Consultant Mob: 0400 507 037 Email Blog Web MacInnis Marketing