Peak Performing Teams
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Transcript of Peak Performing Teams
“PEAK PERFORMING TEAMS”
THE SCIENCE OF PERFORMANCE
PerformanceVertical Consulting, LLC
"NOBODY'S PERFECT, BUT A TEAM CAN BE."
Siemens CEO Klaus Kleinfeld
"WE WEREN'T THE MOST TALENTED TEAM IN THE LEAGUE LAST YEAR AND WE WEREN'T THE BEST TEAM, BUT WE PLAYED THE RIGHT KIND OF FOOTBALL AND DIDN'T PANIC WHEN ADVERSITY HIT. THAT'S THE MARK OF A GOOD TEAM."
-- BILL COWHER, PITTSBURGH STEELERS HEAD COACH
Bill Cowher, former Pittsburgh Steelers head coach
“Peak Performance is…
…the ability of the individual, team and/or organization to attain a consistent and sustainable level of high performance.”
What do these sports franchises have in common?
U.S. Woman’s Soccer Team New England Patriots New York Yankees Chicago Bulls San Francisco 49ers Dallas Cowboys Atlanta Braves
Team Profile
Icon or Inspirational Players The Greatest Challenge Constant Renewal of Challenge Raising the Bar Passion Family Innovation Commitment to Excellence Awareness of The Zone
Team Development Overview Definition of a Team Litmus Test for Teams Collective Work Product
(taken from Jon Katzenbach, The Wisdom of Teams)
Definition of a Team
A small number of people interdependent on their complementary skills, who are committed to a common purpose, performance, and an approach for which they hold themselves mutually accountable
Discipline of Teams
Simple, basic concepts Small number (6-12) Complimentary skills Meaningful purpose Clear performance goals Common working approach Mutual accountability for results
Types of Teams & Performance Units
High Performance Team Pseudo Team
Performance not required Real Team
Structured Lacks effectiveness or efficiency
Compromise Unit Lack of mission or roles
Single Leader unit No sharing of leadership
Working Group Relies on Individual performance
Identification of Purpose of a Team
Recommend things Make or do things Run or manage things
Transformational Innovation Problem solving
Operational Improvement teams
Capabilities Effectiveness
Litmus Test for Teams
The group focuses on shaping collective work products of clear value to the company
Members learn to shift and share leadership roles
Members are mutually accountable for the group’s results
Collective Work Product
The tangible results of the group applying different skills to produce a performance improvement not achievable by any members of the group working on their own
Requires a collective sense of urgency in order to justify group’s attention and diversion of time from primary responsibilities
Myths of Teams
Teamwork = Team Performance Cooperation + Sharing = Results Top Teams need to reach consensus One person can not make good decisions Team leaders need to change their
particular leadership style Top teams always function as a team Top teams must set the example for the
entire organization
Trade-offs of Teams
Speed or efficiency vs. performance Collective vs. individual work products Team vs. single-leader units Situation vs. “on-going” team
opportunities
Metrics (Campbell-Hallam TDS) Time and Staffing Information Material Resources Organizational
Support Skills Commitment Mission Clarity Team Coordination Team Unity
Individual Goals Empowerment Team Assessment Innovation Feedback Rewards Leadership Satisfaction Performance
THE FIVE DYSFUNCTIONS OF A TEAM
Patrick Lencioni
Inattention to Results
Avoidance of Accountability
Lack of Commitment
Absence of Trust
Fear of Conflict
Five Dysfunctions
Implications
Invulnerability
Artificial Harmony
Ambiguity
Low Standards
Status and Ego
Absence of Trust
Conceal weaknesses and mistakes
Hesitate to help or offer constructive feedback, outside of their department
Jump to conclusions about intentions or aptitudes
Fail to recognize or tap into others’ skills
Waste time and energy managing their behaviors for effect
Hold grudges Dread meetings and
find reasons to avoid spending together
Members of Trusting Teams
Admit weaknesses and mistakes
Ask for help Accept questions and
input about their areas of responsibility
Give the benefit of the doubt
Take risks in offering feedback and assistance
Appreciate and tap into others’ skills
Focus time and energy on important issues, not politics
Offer and accept apologies with hesitation
Look forward to meetings and other group activities
Teams that fear conflict
Have boring meetings Create environments where back-
channel politics and personal attacks thrive
Ignore controversial topics Fail to tap into all the opinions of the
team Waste time and energy posturing and
managing personal risk
Teams that engage in conflict Have lively, interesting meetings Extract and leverage ideas of all the
team members Solve real problems quickly Minimize politics Put critical topics on the table for
discussion
Teams that fail to commit
Create excessive ambiguity among the team about direction and priorities
Watch windows of opportunity close due to excessive analysis and delay
Breeds lack of confidence and fear of failure
Revisits discussions and decisions again and again
Encourages second-guessing among team members
Teams that commit
Create clarity around direction and priorities
Align the entire team around common objectives
Develop the ability to learn from mistakes
Take advantage of opportunities before competitors do
Move forward without hesitation Change direction without hesitation or
guilt
The team that avoids accountability
Creates resentment among team members who have different standards of performance
Encourages mediocrity Misses deadlines and key deliverables Places an undue burden on the team
leader as the sole source of discipline
Teams that hold one another accountable
Ensure that poor performers feel pressure to improve
Identify potential problems quickly by questioning one another’s approaches without hesitation
Establish respect among team members who are held to the same high standard
Avoid excessive bureaucracy around performance management and corrective action
Teams that are not focused on results
Stagnates/fails to grow Rarely defeats competitors Loses achievement-oriented employees Encourages team members to focus on
their own careers and individual goals Is easily distracted
Teams that focus on collective results
Retains achievement-oriented employees
Minimizes individualistic behavior Enjoys success and suffers failure
acutely Benefits from individuals who subjugate
their own goals/interests for the good of the team
Avoids distractions
Luis Valdes, Ph.D. – President & CEO
PerformanceVertical Consulting(404) 357-7335
www.performancevertical.com