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The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix. This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout. Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing. See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
Citation preview
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3 Success Factors that Define
High Performance Teams
Deb Nystrom, REVELN
ConsultingJVS,
Southfield, Michigan
Factors?• Stable team • Right number of people• Clear vision• Well-defined roles and
responsibilities• Appropriate rewards• Recognition and
resources• Strong leadership
Photo: by Wade Brooks, Flickr cc2
The SINGLE strongest predictor of group effectiveness
GivingCulture
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Success Factor #1: The highest-performing teams invest extensive time and energy in coaching, teaching and consulting
with their colleagues, fostering a “giver” culture
Photo: by Ekaterina Sotova Flickr.jpg
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High Performance Team Experience
D. Nystrom REVELN.com
“Teamwork is so important that it is virtually impossible for you to reach the heights of your capabilities or make the money that you want without becoming very good at it.”
~ Brian Tracy
Photo by Radarsmum67 Flickr cc
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High Performance Science
D. Nystrom REVELN.comSource: M. LOSADA, The Complex Dynamics of High Performance Teams, November 1998
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Low Performing Teams
Source: M. LOSADA, The Complex Dynamics of High Performance Teams, November 1998
Deb Nystromwww.REVELN.com
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Similarities?
D. Nystrom REVELN.comPhoto credits, Flickr CC, see slide 15
Flexibility ~ Adaptability to Change• Responds positively to and champions change to (and
with) others;
• Looks for ways to make changes work rather than only identifying why change will not work.
• Adapts to change quickly and easily.
• Makes suggestions for increasing the effectiveness of changes.
• Incorporates innovative practices into the workplace to increase productivity and organization effectiveness
Reference: Competencies, Syracuse University, University of Michigan Deb Nystrom www.REVELN.com
Success Factor #2: Be clear about where you’re going, but very flexible in how you get there.
Photo: by duncan, Flickr
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Real Life Interview with Millenial• Supervisors that give death
stares• Sexual harassment• Low paid job, supervisor’s
salary is six figures• Asked to better the
program, never recognized for our contributions, just “used”
• Racist jokes, not a supportive place
D. Nystrom REVELN.com
• Threatened managers, threatened by new ideas.
• Income disparity, felt like slave labor type of thing
• Have a BA and being paid nothing ($8-10 hour) Very highly paid supervisors
• No respect for people’s time, no work-life balance
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Differences
D. Nystrom REVELN.comLosada, Marcial; Heaphy, Emily “The Role of Positivity and Connectivity in the Performance of Business Teams: A Nonlinear Dynamics Model” 2004
Success Factor #3: Begin with endings! End fragile practices that interfere with adaptive, giver culture building
Flickr CC photo by billso D. Nystrom REVELN.com
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High Performance, Practical Action
Groups:
“If you want something new, you have to stop doing something old”
~ Peter F. Drucker
D. Nystrom REVELN.com
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DPPE & DVF
• Data• Purpose• Plan• Evaluate
• Dissatifaction (3:1, 5:1)• Vision• First Steps
D. Nystrom REVELN.comPhoto credits: Eagle by wordman1, Emu, by Alois Staudacher Flickr cc
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Insourcing & Teams
Companies are Changing
No HR Department
Read more about these companies via the REVELN curation newsletters, including: Change Leadership Watch
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5 Actions
3. Start to model more positive, appreciative, curious behaviors
4. Keep the ratio of positive / negative statements above 3:1
5. Notice and build on the contributions and synergy of everyone’s strengths – Balance open-minded inquiry and exploration with zesty advocacy
Challenge:• Allow system chaos (adaptation) to become“anti-fragile”
D. Nystrom REVELN.com
1. End low performing command & control mgmt. practices
2. Create space to allow yourself & teams to open and broaden – bigger than self, team & organization (systems)
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Q & A
D. Nystrom REVELN.com
"Back when work was mostly a matter of brawn, work itself could be managed." Now, "…knowledge or service [are] in most jobs. The most powerful sources of value are locked in people's heads, and in their hearts.” ~ James Hoopes
Photo credits: iStock photos & Flickr CC: Eagle by by Wisconsin Department of Natural Resources Flickr CC
D. Nystrom REVELN.com 19
References - Credits
• Article: Adam Grant, Givers take all: The hidden dimension of corporate culture, April 2013 (McKinsey)
• Article: M. Losada, The Complex Dynamics of High Performance Teams, 1998
• Antifragile: Things That Gain From Disorder, Nassim Nicholas Taleb, 2012
• Photo credits, from Flickr Creative Commons: cover Slide, Birds slide, Eagle: By poecile05, Pigeon by bramblejungle, Emu by cskk Moa sign by ghewgill
• Photos this page, The Lorenz attractor, cited by M. Losada, mathmatician, regarding the “same set of of coupled nonlinear differential equations chosen for his model...” from The Complex Dynamics of High Performance Teams, November 1998
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References
• www.Reveln.com• LinkedIn: Deb Nystrom,
REVELN Consulting• REVELN ScoopIt Newsletters:– Change Leadership Watch – Talent & Performance
Development– The Science & Art of Motivation
• Thanks to JVSdet.org Business Connections