Critical Success Factors in the Implementation of SelfDirecting Teams

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Team-Based Approach to High-Performance and
Continuous Improvement
Team-Based Approach to High-Performance and
Continuous Improvement
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Introduction
Why
Teams?
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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

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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

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Team Definitions

• 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
• Team results through
  exceptional process
• and utilisation
• Self-Directed - a team having
  responsibility and
• Team authority for managing
  its day-to-
• day activities

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High-Performing Teams

• 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

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Chartering Norming
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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

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High-Performing Teams

• 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

Stands
Alignment
Accountability and Responsibility
Accomplishment
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High-Performing Teams

• 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 youre a member of
  the team and you make a difference
• Enjoy their work!

Commitment to Accomplishment and Fun!
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Why Teams Produce

• 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

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CommonReasonsTeams Fail
Drifts

• Team members dont
• Understand or accept teams 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

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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.
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Team Building
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Pre-Work
Mission / purpose of team Key objectives /
targets Team members / composition Team
performance Strengths / core competencies Shortcom
ings, problems, challenges Number One
difficulty Vision / ideal team
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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
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• Team-Building Through
• Continuous Improvement

• Continuous Improvement
• Through Team-Building

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What
is
High-performance ?
(relative to teams)
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Consistent exceptional performance
Performance that exceeds expectations
Continual improvement
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How do you know youve got it?
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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
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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 youre 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
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DELIVERABLES
Team Charter (Vision, Mission, Goals) Help Desk
Operating Model / Service Standards Team Skills
and Knowledge Matrix Team Learning Plan Balanced
Scorecard
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What Do You Need to Make HPTs Work?
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What Do You Need to Make HPTs Work?
Initiative Commitment Know expectations Skills /
Knowledge Responsibility Communication
Motivation Business Process Enablers Resources Mar
keting Recognition Confidence
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Nine Features Associated Skills of
High-Performance Teams
High-Performance Teams
HPT Wheel
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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
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Continuous Improvement
?The notion that things can always be improved
? Implies constant attention to performance
? Relies on establishing a performance baseline
?Theres 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
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Challenges
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Vision of the Ideal Team
One Word Attributes
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Communications As Systems
Past Experiences
Sentiments
Trust
Confidence
SKILLS
SKILLS
Perception
Goals
Noise
Channel
Receiver
Sender
Feedback
Intention Construction
Interpretation - Action
AWARENESS
AWARENESS
Contradiction
Competition for Time and Attention
Conflict
Values