How can we speed-up?

Development of High Performance Teams

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by Peter Pfeiffer (04/2010)

Panama, March 09, 2010

Content

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Why do we talk about teams?

Google search of key terms results in high number of hits:

Team Teamwork Importance of teamwork Team development

743.000.000 28.700.000 3.360.000 2.000.000

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Sometimes you have an exceptional individual talent, but you need a team behind it to be successful.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Sometimes you have a group of exceptional individual talents, but only as a team they can be successful.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Sometimes you have cutting-edge technology, but without an excellent team it could not be successful.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

 if changing a tire takes 5 seconds longer than it should, or if the super stars fail to integrate, or if technology and people dont match, it can easily cost the victory.
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 but what makes a group of people a team? and: are all teams the same?
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Types of Teams

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Source: Marie Kane (2001) Distinguishing teams from Work Groups

 No significant incremental performance need or opportunity that would require it to become a team. The members interact primarily to share information, best practices, or perspectives and to make decisions to help each individual perform within his or her area of responsibility. There is no call for either a team approach or a mutual accountability requirement.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Group for which there could be a significant incremental performance need or opportunity, but it has not focused on collective performance. No interest in shaping a common purpose or set of performance goals. Pseudo-teams are the weakest of all groups in terms of performance impact. They almost always contribute less to company performance needs than working groups because their interactions detract from each member's individual performance without delivering any joint benefits.

 There is a significant, incremental performance need, and it really is trying to improve its performance impact. Typically it requires more clarity about purpose, goals, or work products and more discipline in hammering out a common working approach. It has not yet established collective accountability. Potential teams abound in organizations. The steepest performance gain comes between a potential team and a real team.
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 This is a small number of people with complementary skills who are equally committed to a common purpose, goals, and working approach for which they hold themselves mutually accountable. Real teams are a basic unit of performance. The possible performance impact for the real team is significantly higher than the working group.
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This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Group that meets all the conditions of real teams and has members who are also deeply committed to one another's personal growth and success. That commitment usually transcends the team. The high performance team significantly outperforms all other like teams, and outperforms all reasonable expectations given its membership. It is a powerful possibility and an excellent model for all real and potential teams.

You can assess you team, using the following items

1. There is a significant, incremental performance need or opportunity 2. There is joint commitment to a common mission 3. There is consensus on objectives 4. There is agreement on working approach 5. There is true interdependency 6. There is mutual accountability 7. Members are committed to one another's personal growth and success 8. We outperform other like teams and outperform performance expectations
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How can we build and develop a team? Which elements should be observed?
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The Team Development Wheel

Individual learning; sharing of experiences; caring for the peers.

Acknowledgement of competencies; Celebration of success.

Co mm Ope un n ica ti o

No hidden agendas; no getting along at the expense of honest confrontation

g, rnin Lea ring, sha ing car

Ac co

mp lish me nt

Ali

ent m gn

Shared vision, goals and values; Fine-tune between organization and team.

Or co gani ord zat ina ion tio & n

Knowledge, skills, capacities and attitudes.

es i c en t e p om

Cre a inn tivity ova & tion

n Ow hi p ers

Openness for new ideas; Thinking out-of-the-box.

Walk the talk; Steering and This is the property of Project Management Institute and may not be decision taking. reproduced or disseminated without the expressed written permission of PMI.

Accountability; responsibility; Fighting for the cause.

The Team Development Wheel

Co mm Open un ica ti o n
g, rnin Lea ring, sha ing car

Ac co

mp lish me nt

Alignment

Facilitation
C
Or co gani ord zat ina ion tio & n

es i c en t e p om

Cre a inn tivity ova & tion

n Ow hi p ers

Facilitating communication and relationship building.

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Communication

A process in which information is exchanged between individuals through a common system of symbols, signs or behaviors.
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The combination of the symbols, signs and behaviors is called message.

Did you understand what I meant to say?

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Sender

Receiver

Message

Feedback
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Attention: Mimics, gestures, posture, voice

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Theories Resources Materials Deadlines

Objective Information Rules and norms Proceedings Tasks

Technical level Psycho-social level

Hierarchy

Joy Sadness

Fear Shame Insecurity

Levels of Social Behavior

Affection Love Sympathy Anxiety Mistrust

Hope Status Ambition Desires

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Rejection Antipathy Hate Hidden rules Values Taboos

How can we build and develop a team?

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Why use a Team Charter?

Create shared vision, mission, goals and values; Define roles and responsibilities; Strengthen inter-personal relationships; Learn and share for continuous performance improvement as a team and as an individual.

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Some essential elements of a Team Charter

Vision Mission / Purpose Team responsibilities Team Members Roles - Responsibilities Values Goals

Deliverables Schedule Meetings Decision making Sustainable performance Communication

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Can any team become a HPT? and Does every team need to have high performance?
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What is High-Performance?
Bringing out the best of / in people
Skills, confidence, morale, motivation

Driven to improve

Work processes, organizational performance, personal performance Creativity, innovation, learning from the past Going beyond, stretching, move limits

Preparing for the future

Doing more than is minimally expected

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Are all teams of the same nature?

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If we distinguish between face to face teams and virtual teams or between professional teams and volunteer teams could we expect the same performance?
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Professional Team x Volunteer Team

Full time Tangible Engagement Reward Part time intangible

Professional Member selection Rather availability qualification criteria Professional career More rigorous Higher Development Accountability Productivity Personal growth Less rigorous Lower

The comparisons in this slide and in the following are not conclusive and indicate only tendencies.
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Face to face Team x Virtual Team

Direct, personal and with all dimensions More common means are used More personal and closer Higher potential Costly; tend to occur more often More rigorous
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Communication Communication Technology Relationship Conflicts Meetings Accountability Productivity

Indirect, some aspects are suppressed New technologies can be obstacle Less personal and distant Lower potential Less costly; tend to be less frequent Less rigorous Lower

Higher

If your team is striving for

bringing out the best of people, driving to improve, preparing for the future, and doing more than is minimally expected,

your team is on its best way to perform highly, not necessarily because of its objective outputs, but because being part of such a team is highly rewarding.
This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

This is the property of Project Management Institute and may not be reproduced or disseminated without the expressed written permission of PMI.

Some parts of the presentation were inspired or based on the following resources:

Marie Kane (2001): Distinguishing Teams from Work Groups Is Critical. http://www.leader-values.com/Content/detail.asp?ContentDetailID=76 Unknown author: Team-Based Approach to High-Performance and Continuous Improvement (http://teaching.fec.anu.edu.au). Canadas Healthy Workplace Week (2006): Team Charter template. (www.p3leadership.ca)

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