© The Delos Partnership 2007 page 1 Vision and Strategy Workshop Building a High Performance Team...

© The Delos Partnership 2007 page 1

Vision and Strategy WorkshopVision and Strategy Workshop

Building a High Performance

Team to create the vision

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Presentation in pairsPresentation in pairs

• Take 5 minutes to find out about Age, background, previous jobs… Family, sports, hobbies…. Find out something about your “buddy”that the group would never have known

before• Present back to the group your

“buddy”



Rules for living in a teamRules for living in a team

• A collection of people cannot be a team without rules and values that are always respected

• The rules will not be respected if they are not willingly accepted

• The rules will not be willingly accepted unless they align to an overriding common vision



What are the rules for our group ?What are the rules for our group ?

Brainstorm the rules that we live by

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Rules for BrainstormingRules for Brainstorming

• Do not criticise another’s ideas

• All ideas are welcome

• No sacred cows

• Create a large number of ideas at first

• Critique the ideas after all the thoughts are out on the table – or on the flip chart.



Principles of performancePrinciples of performance

•A person performs better provided they are doing something which they like to do

•A team is balanced if it consists of people who have talents which complement each other



The development of a teamThe development of a teamP

erfo

rman

ce L

evel

Cultural development

High performing team

A real team

Potential team

Working group

False dawn



Belbin’s theoriesBelbin’s theories

Belbin developed some useful theories about teams :1. People naturally behave in certain ways, and a team

needs to have a balance of these different types of behaviour

2. Members of a team can exhibit several of these types of behaviour, but predominantly behave in a certain way.

3. Each type of behaviour has both a positive effect and a negative effect.

Nobody is perfect, but a team can beNobody is perfect, but a team can beNobody is perfect, but a team can beNobody is perfect, but a team can be

It is better to have a complete team, It is better to have a complete team, rather than a perfect one !rather than a perfect one !

It is better to have a complete team, It is better to have a complete team, rather than a perfect one !rather than a perfect one !



Nine “types” of behaviourNine “types” of behaviour

Description Behaviour However

1. Plant Creative, imaginative, unorthodox. Solves difficult problems

Tends to ignore incidentals and be too immersed to communicate effectively.

2. Resource Investigator

Extrovert, enthusiastic, communicative. Explores opportunities and networks with others.

Can be over optimistic and loses interest after initial enthusiasm has waned.

3. Co-ordinator

Mature, confident and natural chairperson. Clarifies goals, promotes decision-making and delegates effectively.

Can be seen as manipulative and controlling. Can over delegate by off loading personal work.





4. Shaper Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage.

Can be easily provoked and ignorant of the feelings of others

5. Monitor Evaluator

Even tempered, strategic and discerning. Sees all of the options and judges accurately.

Can lack drive and lack inspired leadership qualities.

6. Team Worker

Co-operative, relationship focused, sensitive and diplomatic. A good listener who builds relationships and who dislikes confrontation

Can be indecisive in a crisis.





7. Implementer Disciplined, reliable, conservative and efficient. Acts on ideas

Can be inflexible and slow to see new opportunities.

8. Completer-Finisher

Conscientious and anxious to get the job done. An eye for detail, good at searching out the errors. Finishes and delivers on time.

Can be a worrier and reluctant to delegate.

9. Specialist Single-minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of knowledge, the more dedicated the specialist.

Can stuck in their niche, with little interest in the world outside it and dwell on technicalities




Description Behaviour

1. Plant Creative, imaginative, unorthodox. Solves difficult problems

2. Resource Investigator

Extrovert, enthusiastic, communicative. Explores opportunities and networks with others.

3. Co-ordinator

Mature, confident and natural chairperson. Clarifies goals, promotes decision-making and delegates effectively.





4. Shaper Challenging, dynamic, thrives under pressure. Jumps hurdles using determination and courage.

5. Monitor Evaluator

Even tempered, strategic and discerning. Sees all of the options and judges accurately.

6. Team Worker

Co-operative, relationship focused, sensitive and diplomatic. A good listener who builds relationships and who dislikes confrontation





7. Implementer Disciplined, reliable, conservative and efficient. Acts on ideas

8. Completer-Finisher

Conscientious and anxious to get the job done. An eye for detail, good at searching out the errors. Finishes and delivers on time.

9. Specialist Single-minded self starter. Dedicated and provides specialist knowledge. The rarer the supplier of knowledge, the more dedicated the specialist.



Qualities of _____________________Qualities of _____________________

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Their role in the team _________________



Our teamOur team

Name Role



For us to become a high performing team For us to become a high performing team we mustwe must

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© The Delos Partnership 2007 page 1 Vision and Strategy Workshop Building a High Performance Team...

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