Richard Wallace, Technology Director, G4S spoke at the CIO Event (dot) com

1. Richard Wallace
Technology Director (G4S)

2. “Creating high performing global teams”
• Why
• A team model

3. Why are teams important?
Companies with over 100 employees utilise teams 82% of the time.
Why is improving team performance important?
Team performance is closely tied to business outcomes
Why I am I here?
Want to get feedback and learning from others people’s experience.
Coached and facilitated the team performance from 2003, and have applied
performance model to teams in Santander & G4S.

4. Ken Blanchard:
Best known for developing Situational Leadership Model
Sold over 18 million books, 38 titles including:
The One Minute Manager Builds High Performing Teams (with Don Carew and Eunice
Parisi-Carew, William Morrow & Co, 1990, 3rd ed, 2009)
The Model:
All high performing teams have; Purpose, Empowerment, Relationships, Flexibility,
Optimal Production, Recognition, Motivation.

5. 1. Purpose and values. A high performing team shares a strong sense of purpose and a
common set of values. They have a compelling vision.

6. 2. Empowerment. Members of a high performing team have authority to act and make
decisions and choices with clear boundaries. They have the autonomy, opportunity, and
ability to experience their personal and collective power.

7. 3. Relationships and communication. A high performing team is committed to open
communication. People feel they can take risks and share their thoughts, opinions, and
feelings without fear.

8. 4. Flexibility. High performing team members are interdependent and realise that all
are responsible for team performance, development, and leadership. Members
recognise the inevitability of change and adapt to changing conditions

9. 5. Optimal productivity. High performing teams generate optimal productivity,
reflected in the amount and quality of the work they accomplish. There is a
commitment to high standards and quality. Team members hold each other
accountable and strive for continual improvement.

10. 6. Recognition and appreciation. A high performing team experiences continual
positive feedback and recognition on the part of team members, the team leader, and
the organisation. Recognition reinforces behaviour, builds esteem, and enhances a
feeling of value and accomplishment.

11. 7. Morale. Morale is the result of all of the above. If the other PERFORM elements are
in place, morale is high. Members are enthusiastic about their work; they are proud of
their results and feel pride in belonging to the team.

12. Discussion
Is it possible to have high performing teams without one of these characteristics?
What’s missing from the model?
Application to virtual global teams?