How does one assemble, support and enrich a team of high performers all working together instead of against each other? How do you take an existing team and MAKE it perform in a more healthy and productive way? This presentation was delivered at the NorthEast Regional Computing Program (NERCOMP) in March 2016.

2. Discussion Points for Today
 What is a high performing team?
 Team vs. Culture
 Recruitment
 Taking care of your team!
 Recognition

3. A Brief Introduction
Christina Huszcza
Associate Director
Service Delivery and Technology Services
Endpoint Support
Special Projects
Portfolio Management
Former Training Team

4. What Do You Think a High
Performing Team Looks Like?
 Cohesive
 Common Purpose
 Trust
 Roles and Responsibilities
 Emotionally intelligent – and value diversity
 The have a powerful leader

5. High Performance Characteristics
Taken from HPO ASPIRE: The Characteristics of High Performing Organizations, Jesse Lyn Stoner, The Seapoint Center

6. Powerful Leadership

7. “It’s said that Culture Eats
Strategy for Lunch”
Onion Diagram of organizational culture by Geert Hofstedeanges

8. “Rebooting” the Team
 Clarify the vision
 Set new performance standards
 Reassign staff to the right teams
 Deal with performance problems head on
 Refocus the team on priorities and expectations, with
attainable goals.

9. Staffing Profiles
 Who do you need - Fill team gaps: competencies, skills
and personal dynamics
 Talk with the team about their wants in a colleague
 What “type” of person is needed?
 Describe your organization and your team to draw the
right person

10. Writing To Recruit - Before
The right candidate will have a bachelor’s degree in Economics,
Business, Marketing, Engineering, Math, Statistics or technology-
related discipline. Must have experience working in a high volume
data/transaction environment, database marketing or similar
role. Additionally, we are seeking someone with a systematic approach
to problem solving who can work under minimum supervision and meet
tight deadlines. The requirements include: experience in data analysis,
data analytics, predictive modeling and data reporting. Must be
proficient in MS Office and SQL and have knowledge of Tableau, R and
Salesforce software.

11. Writing to Recruit - After
Are you a numbers person, with a quick eye for detail? Great under
pressure and thrive in a fast-paced environment? Are you a whiz with
Tableau and Salesforce, and can you work with MS office in your sleep?
Join our staff of passionate professionals at Company X. We take data
and use it to tell a story, or to solve a problem. Your experience with
database marketing and with big data will add to our high energy, high
output team. A degree in Economics, Business, Marketing, Math and/or
Statistics would be a terrific foundation for this position.

12. Up Close and Personal

13. Filling the Seat

14. All Aboard!
 Day one activities
 Good to do
 Better to do
 Best to do
Employee loyalty begins with employer loyalty. Your employees should know
that if they do the job they were hired to do with a reasonable amount of
competence and efficiency, you will support them.
- Harvey Mackay, author and syndicated columnist with Universal Uclick

15. Constant Learning and
Improvement
 Keep Current and Share Articles by Thought Leaders
 Book clubs build relationships and allow for peer to peer
coaching and discussion
 Internal training guides
 Share info from training and conferences

16. Proper Care and Feeding of a
High-Performing Team
 Wall of Excellence
 Calling out appreciation at recurring meetings
 Positive vibes
 Random acts of appreciation
 Seasonal team-building activities
 Meet with purpose
 Place recognition where it belongs

17. Know Your Team
Generational Differences
http://inclusivedbq.org/dispelling-stereotypes-how-mercy-medical-center-turned-generational-challenges-into-celebrations/

18. Baby Boomers
 Ambitious and hardworking
 Make a difference with their work
 Communicators
 Teaming and owning
How to Recognize:
 Public recognition
 Valued
 Increased flexibility

19. Generation X
 Original geeks
 Independent
 Adapt to change
 Multitaskers
How to Recognize:
 Work/Family Balance
 Casual work environment
 Freedom

20. Millennials/Generation Y
 Ambitious, prefer to work 2-4 years at each job
 Takes direction and help
 Adapt to change
 Appreciates globalism
 Consumer minded
How to Recognize:
 Training and development
 Extra attention
 Freedom/flex time
 Job sharing

21. Finally - Inspire Resiliency
 Risk tolerance
 Sharing information
 Coaching
 Talking careers
 Giving credit and noting accomplishments
 Leading by example

22. Questions/Comments?
References:
“Leadership Techniques for Building High Performing Teams” by Phil Harkins
Generational Differences Chart:
http://www.wmfc.org/uploads/GenerationalDifferencesChart.pdf
An Organizational Cultural Perspective by Professor Geert Hofstede
http://geert-hofstede.com/tl_files/art%20organisational%20culture%20perspective.pdf
Multiple Generations at Work
http://inclusivedbq.org/dispelling-stereotypes-how-mercy-medical-center-turned-
generational-challenges-into-celebrations/
Christina Huszcza: csh@gwu.edu

23. Suggested Resources
Books:
 Fierce Leadership – Susan Scott
 Good to Great by Jim Collins
 Tipping Point/Outliers – Malcolm Gladwell
 Five Dysfunctions of a Team – Patrick Lencioni
 Leaders Eat Last: Why Some Teams Pull Together and Others Don’t – Simon Sinek
Periodicals/Web:
 Harvard Business Review
 Forbes
 Inc.
 Fast Company
 CIO Magazine
Websites:
https://www.td.org/
http://www.ccl.org/Leadership/index.aspx
https://www.cebglobal.com/
https://www.psychologytoday.com/