Managing team performance

They truly are a partner and will work side-by-side with you to assist you in creating a high performance team. Patti Kinz has led a number of workshops for our company and is insightful and affable. She is very adept at getting a team focused and on task.

People work in teams to complete tasks and achieve results. A large measure of their success at the task depends on the process. When managing team performance, every conversation you have reveals what is important to you.

You engage in conversations when making decisions, sharing decisions, sharing divergent thinking, sharing innovative thinking, asking questions to seek out new ideas; and managing the performance of each individual team member with the level of discipline and rigour required to create success.

To bring practical and real application to this topic we explore SIX concepts and types of conversations: There are individuals in teams Once a task is assigned and delegated to an individual it is important to manage the performance of the individual as well as the team performance if you want to achieve the desired results.

Supporting each individual in your team is critical to managing team performance. It is the only way to ensure the task is completed and team members are engaged to work at their full potential.

You do this with each individual team member by: Power of real conversations When managing team performance the power of real conversations is what propels it into high performance. Real conversations bring courage into action — they give it tangibility.

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Every conversation reveals what is important to people working in the team, brings the values to life and influences the culture of the team, the business unit and the business.

When people in the team know themselves well self-mastery and bring confidence, they are ready for the vulnerability that comes from being completely transparent and honest with others courage. Conversations enable us to make decisions, share decisions, share divergent thinking, share innovative thinking, ask questions to seek out new ideas and find new ways of doing things.

Managing team performance is best done by connecting and engaging with each individual in your team through conversations. And for the conversation to have clarity then the message needs to be received in the same way that it was intended when it was sent.

Remember also to provide context before delivering content and recall this simple model from Robert Bolton to ensure that what you mean is what you send and what is received!

In our experience the quality of conversations is being diluted by lack of time and lack of clarity. When managing team performance it is essential you take responsibility for initiating the conversations and while engaging in them creating clarity of message.

To prepare the person to receive the message with the same intent that sits in your head provide context before you deliver the content. When managing team performance there are seven critical conversations: Tactical Reflective to create learning agility Delegation to initiate the leverage cycle conversations Supporting to ensure people feel significant Feedback Coaching 3.

Tactical conversations When managing team performance clarity on the team brand is essential as this establishes the purpose, provides the meaning and positions them successfully to release their energy so they can bring their best to the team.

Conversations that align vision, brand and culture delivers a strong team brand with everyone in the team having absolute clarity on what is expected of them and what they can expect of others.

They have absolute clarity on how to bring their best to the team. This tactical approach of aligning vision, brand and culture assures you create the foundation for unleashing the potential of each person within your team.

In our Courageous Leadership Program we recommend the use of this tool to guide such operational conversations. Managing team performance with a firm GRIP ensures success because it balances the focus between people and task: Reflective conversations When managing team performance investing time and energy to engage in reflective thinking conversations to capture learning is critical.

Creating this kind of space to think is essential for high performance. Ask us for more information if you are serious about investing in this kind of conversation — we have a one page checklist we can email to you.

Leverage cycle conversations When managing team performance you leverage the efforts of each individual in your team by engaging in each of these four conversations:Principles of Leadership Excellence Certificate Series. It’s a myth that ostriches bury their heads in the sand.

But the myth is a spot-on analogy for leaders who take no action when their reports are faltering, who insist on doing it all themselves, or who fail to recognize the value of proactively managing performance.

Is team building an art or a science?

Learning Objectives:

Fortunately, academic research on group dynamics sheds some much needed light on creating and motivating the perfect staff. initiativeblog.com September 33 Feature complex issues and deliver sustainable results for their organisation.

Traditional team development solutions have. Course 4 of 5 in the Specialization Leading People and Teams In this course, you will learn how to build your team, improve teamwork and collaboration, and sustain team performance through continuous learning and improvement.

Specifically, you will learn best practices for composing a team and. Learn more than team management skills, and become an exceptionally effective, successful, respected manager at work.

Who Should Attend:

How Understanding Team Roles Can Improve Team Performance. Benne and 8 Strategies for Managing Team Overload. Managing The Unexpected Jacksonville Florida February 28, Presenters: Karl Weick Kathleen Sutcliffe.