1. Team Building
& High Performance
Gabriel Lubale
Phone: 0726 934441
E-mail: gabriellubale@yahoo.com
Website: www.gabriellubale.com

2. Team Building

3. Building Top Performing Teams
“FROM HERDING CATS TO BIRDS THAT FLY”
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4. Outline
Individuals.
Teams.
Concept of Teams.
Challenges facing of Team work in
Organizations.
Strategies for Effective Team leadership.
Team Development Process.
Characteristics of Top Performing Teams.
4

5. Concept of Team
Teams emerge at the
Norming stage in
Group Development
Process.
Collection of
individuals, who
highly
communicate,
directing their
energies towards
a known defined
goal, which is
achieved through
their joint,
complementary
efforts, for the
benefit of all.
TEAM
Together
Each
Achieves
More
SYNERGY: 1+1>2
Combined efforts of team
members can achieve more
than what single individuals
could.
5

6. Why Teams?
If team works well, there
is synergy and
enthusiasm.
•
People are there
because of what they
can contribute, not
because some
organogram says so.
If the team wins, each
individual wins,
If the team loses, each
member shares the loss.
Ease in problem solving
Effective Planning
Better use of Resources
Better Decision Making
Shared Ideas & Minds
Greater Innovation &
Creativity
Honesty & Integrity cultivated
Joint ownership &
Accountability
Better Communication – more
listening, Seeking to
understand
Delay in implementation of
some things.
Ease in handling & resolving
conflict
Professionalism
Improved Interpersonal Skills
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7. Team Participation
Fundamental issue is An Emotional One.
Help Team Members to:
Manage Emotions-make Sense Of
Confusion, Disturbance, Give Direction,
Inspire, Motivate, frustration, Conflict etc.
Build Emotional capital in your employees.
Become Adept In Emotional Intelligence.
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8. Emotional Intelligence
Self Awareness
Self Management
Social Awareness
Relationship
Management
“Leave emotions at
door when coming
to work-does not
work!!’
Without emotional
capital when there
is crisis/emergency
nobody is behind
the leader
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9. Opening Shot
Are leaders born or made?
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10. 10

11. Opening Shot .. contd
Ans 1. Leaders are neither born nor made.
However, most research findings indicate that
leaders are made by the environment in which
they are brought up. Some research findings
also indicate that certain cognitive abilities and
personality traits are at least partly innate
(inborn). This implies that certain natural
abilities may offer certain advantage or
disadvantage to a leader.
Ans 2.“ Leaders can trained or can be
nurtured”.
11

12. Definition
leadership (n) 1. The position or function
of a leader. 2. the period during which a
person occupies the position of leader:
during her leadership very little was
achieved.
3. a. the ability to lead. b. (as modifier):
leadership qualities.
4. the leaders as a group of a party, union,
etc.: the union leadership is now very
reactionary. Source: The Oxford Advanced
Learner’s Dictionary
12

13. Definition by the Leadership Gurus
“The only
definition of a
leader is
someone who
has followers."
Peter Drucker
1909-2005
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14. Definition by the Leadership Gurus
“Leadership is
influence nothing more,
nothing less."
John C
Maxwell.
14

15. Definition by the Leadership Gurus
… contd
"Leadership is a function of knowing yourself, having
a vision that is well communicated, building trust
among colleagues, and taking effective action to
realize your own leadership potential." Warren
Bennis
“if you know yourself, you need not fear the result of
a hundred battles. If you know yourself but not the
enemy, for every victory gained you will also suffer a
defeat. If you know neither the enemy nor yourself,
you will succumb in every battle….. Thus
Leadership is state of warfare; therefore the Leader
must have self-awareness. Sun Tzu
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16. Definition… the Warren Buffet’s acronym
Leadership
L - Loyalty
E - Enthusiasm
A - Attitude
D - Discipline
E- Example
R - Respect
S - Scholarly
H - Honest
I -Integrity
P - Passion
16

17. Definition… the Author’s thoughts
Leadership is defined in different ways
but the elements commonly emphasized
are to “guide”, “direct” “control” and
“influence”.
Leadership thus connotes not only
having the power and authority but also
being accountable to the people. Leader
rises or falls on the foundation a vision (a
dream) and Mission (a sense of purpose)
entrenched in their personal core values.
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18. Definition… the Author’s thoughts
Passion + Production = Performance.
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19. Definition… the Author’s thoughts : Power,
Authority and Accountability .. contd
19

20. FORMIN
G
Leaders Direct
Focus on basic information
Determine and clarify individual
roles & responsibilities
Develop trust and
communication
Members more polite than they
really are
Leader makes most decisions
Guide in developing broad
norms & strategy
Impersonal interactions
Leader dependence
HONEYMOON
(no rocking the boat)
Suspicion, confusion and polite
guarded comments are rife
Hidden individual needs and cover
up of weaknesses
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21. STORMIN
G
Leaders Coach, Mentor
& Resolves conflict
Realization that task is more
difficult than they imagined;
Separate problem issues from people
issues.
Fluctuations in attitude about
chances of success;
May be resistant to the task,
uncomfortable and poor
collaboration.
Show more concern for others
Frustration & experimentation
Lack of norms,Conflicts &
confrontations
Jostling for power, control status
& leadership
Individual needs emerging
Experimentation, Manage conflict
Be soft on people, hard on problem.
Look for underlying needs, goals of
each party rather than specific
solutions.
FIREWORKS,
IS THIS THE JOB I APPLIED
FOR?
TEAMS REAL LIFE BEGINS,
TEAM EMERGES
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22. Leader Facilitates & Enables
Lead members to accept and agree
team rules procedures, & ground rules
Respect roles & individuality of fellow
members
Norms may be written or unwritten e.g
embedded in org” culture
Status expectations critical
Strive for harmony
Shared leadership begins to emerge
Issues confronted, dealt with and
objective decisions made
Individual needs aligned with the
organizational needs
Team members realize
that they are not going
to crash-and-burn and
start helping each other.
ORDER
&
STABILITY
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23. Leader Reassures, Delegates,
& Oversees
PERFORMING
Team members have:
Achieve goals
Autonomy & self-direction
Gain insight into personal and
team processes;
Flexibility & better
understanding of each other’s
strengths and weaknesses;
Appropriate situation leadership
ADJOURNING
Team postmortem
Exit -in-style
Can develop a close
attachment or detachment to
the team.
Celebrate success
Leader Reassures,
Communicates &
Gives Feedback
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24. Building Top Performing Teams
–A Well Lubricated Machine
Commitment
Accountability,systems & processes
Mutual Trust & Respect
Strive For Common Goal
Interdependence
Visionary Stretches Members
Communication, Defined Roles
& Responsiblities
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25. Building Top Performing Teams
–A Well Lubricated Machine … contd
FOR TEAM RESULTS
Empowerment
Capabilities
Power
Practices
Participation
Teamwork
Clarity
Commitment
Purpose
7
25

26. Building Top Performing Teams
–A Well Lubricated Machine .. contd
Avoid “ENTROPY”- delays or death.
Overcome “ANTIBODIES” – reject
anything new.
Address problem of “OYUNDI”.
Avoid Stereotypes.
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27. Team Relationship Model
6Cs
1. Coercion; “You must do this or face pain.”
2.
Confrontation: “You must do this!” “No I won’t!”
3.
Co-existence; “You do your things & I do mine.”
4.
Cooperation; “I will help you when my work is done.”
5.
Collaboration; “Lets work on this together.”
6.
Co-ownership; “We are responsible for this.”
27

28. Team Relationship Models - Contd.
Model of an effective team Relationship used by
Microsoft Corporation- Seven Seas of a
Team. Winning teams have:
1.
2.
3.
4.
5.
6.
7.
Chief
Chemistry
Compass
Community
Courageous
Creativity
Celebration
Leadership
Synergise @ other
Direction/Vision
Trust/Values/WE
Take Risks
Enjoy Challenges
Enjoy their success
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29. Team Relationship Models- Contd.
Team members each Sets Smarter targets In A
Team!
Truths – About issues & Solutions.
Accountability – on outcomes of whatever Action
Respect – for each other, Care & Rights.
Growth – For each member.
Empowerment – Independent thinking & Action.
Trust – Dependability on each other.
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30. Team Relationship Models- Contd.
EMPOWERING OTHERS BY:
Encouraging assertiveness
Enhancing self esteem
Creating opportunities
Enhancing problem solving
Power with authority
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31. Team Effectiveness
High level of interdependence among team members
Team leader has good people skills and is committed
to team approach
Each team member is willing to contribute
Team develops a relaxed climate for communication
Team members develop a mutual trust
Team and individuals are prepared to take risks
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32. Team Effectiveness …. contd
Team is clear about goals and establishes targets.
Team member roles are defined.
Team members know how to examine team and
individual errors without personal attacks
Team has capacity to create new ideas
Each team member knows he can influence the team
agenda
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33. Team Effectiveness … contd
Team goals : Developed through a process of team interaction and
agreement in which each member is willing to work toward
achieving these goals.
Participation: Shown by all team members and roles are shared to
facilitate the accomplishment of tasks and feelings of group
togetherness.
Feedback: If asked for by members and freely given as a way of
evaluating the team's performance and clarifying both feelings and
interests of the members. When feedback is given it is done with a
desire to help the other person.
Team decision making : Involves a process that encourages active
participation by all members.
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34. Team Effectiveness … contd
Leadership is distributed and shared among
team members and individuals willingly
contribute their resources as needed.
Problem solving discussing team issues, and
solving,
critiquing team effectiveness are encouraged
by all team members.
Conflict is not suppressed members are allowed
to express negative feelings and confrontation
within the team which is managed and dealt
with by team members.
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35. Team Effectiveness … contd
Team member resources, talents, skills,
resources
knowledge, and experiences are fully
identified, recognized, and used
whenever appropriate.
Risk taking and creativity are
encouraged. When mistakes are
made, they are treated as a source of
learning rather than reasons for
punishment.
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36. High Performance Teams

37. Definition of Performance
This is the accomplishment of an
employee or manager’s assigned duties
and the outcomes produced on a
specified job function or activity during a
specific time.
37

38. Definition of Performance
Management
This is the total systems of:
Collecting information on performance.
Evaluating performance against the set
standards.
Providing feedback to the individual
employees.
Storing information to improve
institutional effectiveness.
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39. Characteristics of high performing
teams
Performance
P- Purpose and Values
E-Empowerment
R-Relationships and communications
F-Flexibility
O-optimal performance
R-Recognition and Appreciation
M-Morale
Source: Kenneth Blanchard, Donald Carew and Eunice Parisi Carew
In the book '' the one minute manager builds high Performing
Teams: Increase satisfaction and productivity to achieve
excellence'', Published 2000; the co-authors created an acronym
PERFORM. Where letter stands for:
39

40. WHAT CHARACTERISTICS?
Planning
Feedback
Performance
management
Measurement
Dialogue
40

41. WHAT PURPOSES?
1.
2.
3.
4.
Obtain better results from the organization, teams and
individuals by understanding and managing performance within
an agreed framework of planned goals, standards and
competency requirements
Establish shared understanding of what is to be achieved, and
manage and develop people in a way that ensures that it will
be achieved
Align individual objectives to organizational objectives and
ensure that individuals uphold corporate core values
Act as a lever for change
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42. MANAGING PERFORMANCE
High-performing organization
Performance
management
process
• Living the values
• Clear expectations
• Outcome measures
• Promote differentiation
• Emphasize strengths
Manager–employee
interaction
Senior
management
sponsorship
• Accurate/fair feedback
• Two-way communication
• Regular open dialogue
• Managed risk taking
• Underperformance
• Reward excellence
not tolerated
• Knowledgeable managers
• Managing performance
is critical
• Manage accountability
Focus on the best
Talent management
Expect excellence
Strengths-based
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43. High Performance model “1-Page
Productivity Planner”
43

44. High Performance model “1-Page
Productivity Planner” … contd
44

45. High Performance model “1-Page
Productivity Planner” … contd
This High Performance model “1-Page Productivity
Planner” was developed by Brendon Burchard. He
Founded of High Performance Academy. Burchard
said “Beware of your inbox, it’s nothing but a
convenient organizing system for other people’s
agendas. Your goal is to always keep the main
thing; the main thing in your life, whatever it may be.
Focus today. Use your psychology, physiology,
productivity, and persuasion skills to amplify your
energy and results. It’s your time. Today: Live. Love.
Matter.”
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46. Good to Great

47. Good to Great … Contd.

48. Good to Great … Contd.
The figure from the Book Good to Great depicts an
overview of the framework of Transformation
Leadership Concepts. Think of the transformation as a
process of “ build up” followed by “breakthrough”. It is
broken into three (3) broad stages: disciplined people,
disciplined thought, and disciplined action. Within each
of these three stages, there are six (6) key Concepts
and two (2) key concepts for each Stage. Wrapping
around this entire framework is a Seventh (7th) Key
Concept – flywheel, which captures the gestalt of the
entire process of going from good to great.

49. Good to Great … Contd.
The key is to recognize that the good-to-great
principles are not a definition of greatness, but
rather they represent a series of principles for
how to achieve greatness; they are Input
Variables but not Output Variables instead
Output Results. Jim Colins model is similar the
Framework of Result-Based Management
(RBM) in Public Sector. RBM is the foundation
of Performance Management in the
Development Sector. Results are what can has
been done and can be measured.

50. Good to Great … Contd.

51. Discussion
1.
Explain the challenges of teamwork in the
Place of Work or at Homes.
2.
Propose strategies for addressing the team
challenges identified in1(i) above
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52. PARTING SHOT
“ASPIRE TO INSPIRE BEFORE YOU EXPIRE”
“RESIST THE URGE TO BE A STAR, STRIVE TO DEVELOP
STARS AND YOU WILL BE A STAR”
When selecting team members ensure an appropriate mix that will
ensure task accomplishment. Do you have the right people
seating on the right seats in your bus?
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53. Questions and Comments
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