Building and Leading

High performance
teams
Nidhi Shukla
XISS, Ranchi
The important terms
. Teams
Leading
Building
High performance
A team is a group of people who
are mutually dependent on one
another to achieve a common
goal.
Larry D. Coble, School Leadership
Services
4
You Need a Team
When
You have an ambiguous, complex task
with a common goal [not for a routine task].
It is a situation where differentiated roles
are required [different people needed to do
different things].
You need input from multiple perspectives
[interdependence is required for success].
The speed of the team depends
on the pace of leader


Effective Teams
Manageable size
Diverse skills, knowledge, and
experience
Resourceful, competent
leadership
Common goals
Cooperation
Solidarity
Open exchange of ideas and
information
Mutual respect and support


What is High Performance?
Is it productivity?
Is it excellence?
Is it Brilliance?
Is motivation?
Is it optimisation?
OR.... IS IT ALL OF THE ABOVE?
Essentials For Building
A High Performance Team

ORGANIZATIONAL SHELLS
Environment Environment
Industry
Organization
Group Formation
TEAM
at work
After Today
Ready to evaluate your teams strengths,
weaknesses, and areas to focus on.
Todays Objectives
Discover the essential ingredients required
for a High Performance Team to thrive.
Challenges facing organizations today
Essential high performance team ingredients
How to mix in each ingredient
A leaders/managers role on the team
Benefits and value produced
A team building exercise
What You Will Learn
Organization Challenges
Increase Business Efficiency
Improve Customer Satisfaction
Control Costs
Leverage Intellectual Assets
Create Competitive Advantage
Ingredients
Preparation
Building Process
Building A High Performance Team
High Performance Team Essentials
Ingredients
1. Trust





Set behavior guidelines
Set decision guidelines
Freedom to make decisions
Take risks
Speak your mind
Learn from mistakes
Accountable for actions
Speak the truth
Work with others
High Performance Team Essentials
Ingredients
1. Trust
2. Vision




Real, clear, defined, concrete
Defines future state
Inspirational & motivating
Team focused on vision
Justifies the hard work
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism



Achievement fueled by hope
Balance realism & optimism
Thrive to persevere
Focus on the end goal
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment


Team performs at their peak
Leaders set the tone
Focus on the people
Focus on winning, not failing
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment
5. Empowerment

Leaders focus on What
Teams focus on How
Team members self directed
Ownership of responsibilities
High Performance Team Essentials
Ingredients
1. Trust
2. Vision
3. Optimism
4. Enjoyment
5. Empowerment
6. Opportunity
Develop & use new skills
Experience different roles
Cross train specialties
Work with diverse teams
Increased productivity
Improved customer service
Ability to do more with less
Increased innovation
Ability to quickly adapt to change
Ability to solve difficult, critical problems
The Value Of High Performance Teams
Larry D. Coble, School Leadership
Services
21
Work
Group
Team
High
Performing
Team
Independent
Interdependent
Shared goals
Shared
accountability
Significant task
Good leadership
Commitment
Clear mission
Think/Act
creatively
Relationships
Recognize each
others expertise
Sense of
individual
satisfaction
Synergy
Larry D. Coble, School Leadership
Services
22
What Distinguishes a High-Performing Team
from a Regular Team?
Significant task
Good leadership
Commitment
Clear mission
Think/Act creatively
Relationships
Recognize each
others expertise
Sense of individual
satisfaction
Synergy
Adapted from Leadership Enhancing the Lessons of Experience. R.
Hughes, R. Ginnett, G. Curphy. Irwon Book Team, Chicago. 2nd ed. 1996.
Larry D. Coble, School Leadership
Services
Traditional Focus for
Intervention
INPUT PROCESS OUTPUT
Team
Resources
and Context
Team
Process
Team
Effectiveness
Larry D. Coble, School Leadership
Services
24
Team Leadership
Team Leadership is a front-
loading opportunity: taking
the time to clarify tasks,
goals, and roles UP FRONT
creates an environment for
effective teamwork.
Larry D. Coble, School Leadership
Services
25
Effective Leaders of High Performing
Teams Do These 4 Behaviors All the
Time:
1. Spend time up front
creating the team.
3. Stay calm when the
going gets rough.
2. Learn from mistakes.
4. Develop team members through
effective coaching.
Larry D. Coble, School Leadership
Services
26
Norms
Norms: Unwritten, but very
powerful, rules of behavior
Team Leader should get two or
three very important and powerful
norms in place at the beginning.
Larry D. Coble, School Leadership
Services
27
Authority Continuum
Laissez-
Faire
Anarchy
Democratic
Empowerment
Autocratic
Totalitarian
Democratic to Autocratic is where
effective leadership occurs.
Adapted from Leadership Enhancing the Lessons of Experience. R. Hughes,
R. Ginnett, G. Curphy. Irwon Book Team, Chicago. 2nd ed. 1996.
28
Team Leadership is
Situational
Autocratic team leadership is the
best style in a CRISIS.
Autocratic
A crisis is the only time autocratic
team leadership is more effective than
democratic.

The Team Value
During the first meeting, the Team
Leader should demonstrate the
whole range of styles -- from
Democratic to Autocratic.
Democratic Autocratic
The five values of a strong corporate
culture:The five values of a strong corporate
culture:
Integrity: be a living example of your
leadership values
Accountability: do what you say you will do-
build trust through personal responsibility
Diligence: work hard, set a good pace,
complete projects on or before deadlines
Perseverance: overcome obstacles while
maintaining a positive and enthusiastic
attitude
Discipline: do all of these things, every single
day
1. Leaders Dont Wait
They are proactive, they want to produce
victories. Waiting for permission is not a
characteristic of leaders. A sense of urgency
combined with disciplined execution is.
2.Character Counts
We call it the first law: if you dont believe
the messenger you will not believe the
message! People expect leaders to stand for
something and to have the courage of their
convictions.
3. Leaders have their heads in the clouds and their feet on
the ground
Not only should the leaders be credible; they should have a
clear and compelling vision of the future


Contd...
4. Shared values make a difference
Followers have needs and interests,
dreams and beliefs of their own.
Leaders must be able to gain
consensus on a common cause and
common set of principles.
5. You cant do it alone Leadership is
not a solo act. Winning strategies
are always based on a we, not I
philosophy.

Contd..
6. The legacy you leave behind is the life you lead
Leaders take every opportunity to show others by
their own example that they are deeply
committed to the aspirations that they espouse.
Leading by example is how leaders make vision
and values tangible. It is how they provide
evidence that they are personally committed.
7. Leadership is everyones business.
There is a myth that assumes that when you
are on top you are automatically a leader. This is
simply not true. Leadership is earned, not
bestowed. It is not a title. It is a responsibility.
1. Bullies one member speaks
for all
2. Lack of trust inauthentic
leadership
3. Competing agendas no buy-in,
no consensus
4. Lack of communication
everyone is talking at onceso
no ones listening
1. Encouragement fostering new
ideassoliciting input
2. Shared values, shared vision working
for toward a common goal
3. Clear communication using consistent
methods for keeping everyone informed
4. Ownership everyone on the team feels
connected and engaged