What are the eight characteristics of high performing teams? How can leaders impact on these eight areas? This session looks at some practical and easy to implement tools for team leaders to improve the performance of their team.
2. Unit 1—Characteristics of
High Performing Teams
Unit 2—The Four Stages of
Team Development
Unit 3—Tools for Leading
Teams
Unit 4—The Roles People Play
in Teams
Unit 5—Managing Team
Conflict and Negotiations
Unit 6—Developing Team
Culture
3. What are the eight
characteristics of
HPTs?
Tools for creating
HPTs.
Examples of HPTs
4. What are some examples of high performing teams on the world of sport?
5. Sense of Purpose
Effective Working Procedures
Open
Communication
Shared
Leadership
Trust and
Mutual
Respect
Continuous
Learning
Building on
Differences
Flexibility
and
Adaptability
(Thiel, 2009)
7. Managing Expectations
What are my expectations as the leader?
Have I communicated these expectations to my team?
Do my team understand my expectations?
Do my team members accept my expectations?
Are my team members committed to meeting those expectations?
Do my team members know how they are performing against those expectations?
Am I supporting my team members to achieve those expectations?
9. The five conversations framework
Date Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale
and communication
• How would you rate your current job satisfaction?
• How would you rate morale?
• How would you rate communication?
Month 2 Strengths
and talents
Efficiently deploying
strengths and talents
• What are your strengths and talents?
• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities
for growth
Improving performance
and standards
• Where are opportunities for improved performance?
• How can I assist you to improve your performance?
Month 4 Learning and
development
Support and growth • What skills would you like to learn?
• What learning opportunities would you like to undertake?
Month 5 Innovation and
continuous
improvement
Ways and means to improve
the efficiency and
effectiveness of the business
• What is the one way that you could improve your own working
efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
19. Three
choices …
Decisions that follow a process
Decisions that can either
follow a process or where
initiative can be displayed
Decisions where initiative is
expected
20.
21. After Action Review (AAR)
What did you do well?
What was not done well?
What will you do differently next time?
“The Army's After Action Review (AAR) is arguably one of the most successful
organizational learning methods yet devised. Yet, most every corporate
effort to graft this truly innovative practices into their culture has failed
because, again and again, people reduce the living practice of AAR's to a
sterile technique.” (Senge, 1999)
[i
22. Your homework
Take one characteristic from today that
sparked an interest & take some action.
23. Unit 1—Characteristics of
High Performing Teams
Unit 2—The Four Stages of
Team Development
Unit 3—Tools for Leading
Teams
Unit 4—The Roles People Play
in Teams
Unit 5—Managing Team
Conflict and Negotiations
Unit 6—Developing Team
Culture
Hinweis der Redaktion
So those are the main barriers to communication.
So how do we encourage more productive conversations and meaningful dialogue?
You need a framework in place that promotes these conversations.
I want to share with you two frameworks.
Both of these frameworks can, and should be, recorded for reference.
The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework.
Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.