Team-Based Approach to High-Performance and Continuous Improvement

1. Team-Based Approach to High-Performance and Continuous Improvement Team-BasedApproach to High-Performance and Continuous Improvement 1

2. In the Introduction Why Teams?

3. Why Teams? • Improve retention and morale • richer variety of tasks • opportunity to learn • greater responsibility • Greater flexibility • quicker orientation/integration of new staff • wider capability new/different work • interoperability within process

4. Why Teams? • HPT Teams can do more than the same number of individuals (synergy) • improvements in productivity • improvements in quality and responsiveness • improvements in creativity • Build capacity diminish threat due to skills shortage or concentration through cross-learning

5. Group -a collection of individuals who have something in common Team -a group of two or more people who work in concert to achieve a common goal High-Performing -a team producing extraordinary Teamresults through exceptional process and utilisation Self-Directed -a team having responsibility and Team authority for managing its day-to- day activities Team Definitions

6. Have a common vision Share purpose (mission) and goals Share responsibility and ownership for work and success, and hold one another accountable Have a passion for results High-Performing Teams

7. Chartering & Norming

8. Scope Schedule Deliverables Performance Measures Roles and Responsibilities Critical Success Factors Risks / Risk Mitigations Skills and Knowledge Non-Negotiables Vision Team Members Mission / Purpose Values Goals

9. Team Chartering • Facilitated process, workshopping team through the steps of the charter • Surest way to create shared team identity, clarity and agreement regarding goals and expectations • Documents who and what the team is

10. Have a common vision Share purpose (mission) and goals Share responsibility and ownership for work and success, and hold one another accountable Have a passion for results Straight Talk Support and Coaching High-Performing Teams Stands Alignment Accountability and Responsibility Accomplishment

11. Develop, maintain, and improve processes to structure their work Establish and adhere to operating norms; and periodically review and modify them Foster a sense of belonging: you’re a member of the team and you make a difference Enjoy their work! Commitment to Continuous Improvement Commitment to Team High-Performing Teams Commitment to Accomplishment and Fun!

12. Shared purpose and ownership cause people to invest more of themselves than they otherwise might Teams provide support, encouragement, social inter- action, and marvelous learning opportunities Common practices and known processes are efficient Teams build on diversity and complementary skills and abilities Teams provide natural “checks and balances” Why Teams Produce

13. Team members don’t: Understand or accept team’s purpose or goals Know their roles or responsibilities Understand how to complete their tasks (process) or how to work as a part of the team (norms) Have needed technical or teaming skills, or resources Know where they fit in the organisation, or cannot evolve with the business CommonReasonsTeams Fail Drifts

14. Teams (with greater degrees of autonomy and self-management) and teamwork, in general, are congruent with cultural and workplace shifts toward greater personal involvement, initiative, responsibility, and collaboration.

15. Team Building

16. Numero Uno Pre-Work Mission / purpose of team Key objectives / targets Team members / composition Team performance Strengths / core competencies Shortcomings, problems, challenges Number One difficulty Vision / ideal team

17. OBJECTIVES • Improve team problem solving and decision making, including planning and prioritising • Develop norms for effective teamwork and collaboration • Adopt principles and practices of High-Performance Teams • Discover how good we really are, while becoming clearer on improvement opportunities

18. FEATURES Continuity Intervals Facilitated Depends on You Learn “As You Go” I’m Your Consultant

19. Improvement Tasks Training & Methods Enabling Effective Team Performance Application (Real Problem) Reflection & Lessons Learned Facilitation & Coaching • Team-Building Through Continuous Improvement • Continuous Improvement Through Team-Building

20. What is High-performance ? (relative to teams)

21. Consistent exceptional performance Performance that exceeds expectations Continual improvement

22. How do you know you’ve got it?

23. What Is High-Performance? Bringing out the best of / in people Driven to Improve (i.e., work processes) Preparing for the future Doing more than is minimally expected - skills - confidence - morale - motivation - going beyond - stretching

24. What High-Performance Means To Us • Meet / Exceed Service Standards • Performance Measures in Place • Practical / Realistic Internal Standards • Things Are “Automatic” • Procedures, work methods, processes in Place • People know what to do and how to do it • Consistent Operations • Learning and Developing New Skills • Effective Communication • Sharing job requirements and opportunities • Keeping people up to date on where you’re up to • knowing how people do things No Negative Feedback / Criticism High Levels of Achievement High Level of Trust Amongst Team No Backlogs High Levels of Satisfaction Receiving Positive Feedback

25. DELIVERABLES • Team Charter (Vision, Mission, Goals) • Help Desk Operating Model / Service Standards • Team Skills and Knowledge Matrix • Team Learning Plan • Balanced Scorecard

26. Issues Lots of change Ambiguity regarding team roles and responsibilities Negative audit findings Little sense of team Induction

27. What Do You Need to Make HPTs Work?

28. What Do You Need to Make HPTs Work? Initiative Commitment Know expectations Skills / Knowledge Responsibility Communication Motivation Business Process Enablers Resources Marketing Recognition Confidence

29. Mutual Support and Coaching Straight Talk Effectiveness in Breakdowns GeneratingStands Alignment Possibility and Enrolment Accomplishment Decisive, Coordinated Action Accountability and Responsibility Nine Features & Associated Skills of High-Performance Teams High-Performance Teams HPT Wheel

30. Aware Opportunistic Caring Direct, honest, and timely dialogue Specific, defined commitments Mutual Support and Coaching Straight Talk Skilled in problem solving Able to mobilise Courageous Shared purpose and goals Effectiveness in Breakdowns GeneratingStands Alignment Possibility and Enrolment Accomplishment Celebration Recognition Acknowledgment Innovative, creative; flexible; open-minded Decisive, Coordinated Action Accountability and Responsibility Visibility Synergistic Synchronised Clear expectations “ownership”

31. Mutual Support and Coaching Straight Talk Lack of shared goals; “going along” w/o commitment Effectiveness in Breakdowns GeneratingStands Alignment Taking the easy, not the best route; failing to learn from Possibility and Enrolment Accomplishment mistakes; discounting new ideas; premature closure Decisive, Coordinated Action Accountability and Responsibility Inability or unwillingness to deal with performance and knowledge / skill deficiencies Hidden agendas; getting along at the expense of honest confrontation Inability or unwillingness to declare commitments Stymied, not mobilised by problems Individual / inde-pendent, not team problem solving Failure to acknowl-edge success No opportunities taken to celebrate Talk but no action Lack of visibility Failure to share and ex-pect “ownership” from all

33. Continuous Improvement The notion that things can always be improved Implies constant attention to performance Relies on establishing a performance baseline There’s a value call: things are worth improving; one should want to improve Choose wisely: effort should be directed to a few things that really matter

34. Numero Unos Challenges

35. Vision of the Ideal Team One Word Attributes

36. INPUTS THROUGHPUT OUTPUTS Feedback Communications As Systems Past Experiences Sentiments Trust Confidence SKILLS SKILLS Goals Perception Noise Channel Receiver Sender Feedback Intention – Construction Interpretation - Action AWARENESS AWARENESS Contradiction Competition for Time and Attention Conflict Values