Building High-Performing Teams

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A Synopsis: Building High-Performing Teams

This 2-day program is meant for any group that has to work as a team. It can be adapted for management teams, cross-functional teams, departmental teams, and various work teams such as ad hoc teams, project groups, audit teams and more. The process has been taught to facilitators, project leaders, managers, and others who then carry it to their own groups.

The order of the training process will be adapted and changed to fit the specific needs of the group. This is a highly participatory program where the focus is on "real world" issues. This is not a team building seminar. Participants can be expected to roll up their sleeves and work hard (and play hard!), and can expect numerous issues and problems to be worked through.

BUILDING HIGH-PERFORMING TEAMS

DAY ONE

1.	Bringing issues to the table: expectations, hopes and concerns for the team and for the course
2.	Implementing and developing high-performing, team-based departments or cross-functional groups in companies

	Pros and cons
	A step-by-step process for implementation of high-performing teams (HPTs)

3.	Clarifying roles and responsibilities in times of change
	Of managers overseeing HPTs Of team and department members Of managers and employees who play an ongoing, cross-functional role with a team

4.	Organizational empowerment: What it is and what it is not
	A step-by-step process for empowering any team to become high-performing

5.	What makes a HPT strong, successful and long-lasting?
	Research taken from sports teams
	Research taken from businesses
	Research taken from auditing and related professions

6.	Personal empowerment and accountability: the key to team success
	Choosing to be accountable or victims: a team choice
	A demonstration of what happens when collaboration does/does not occur

7.	Developing a HPT vision and mission
	Tying this vision into the corporate vision
	Making sure one's vision is proactive and customer-oriented

8.	Developing team support agreements
	Measure #1: Measuring the effectiveness of the team to collaborate with each other
	Identify the strengths and challenge areas of the team in working together and accomplishing their goals
	Establish ground rules and special agreements for communication, information- and resource-sharing, resolving conflicts, evaluating progress, increasing trust, etc., to increase and solidify collaboration as a HPT.

DAY TWO

8.	Developing team support agreements (Continued)

9.	Developing Critical Success Factors (CSFs) from the group's vision and values
	Measure #2: Measuring the team's current effectiveness at achieving their vision and goals
	Developing group decision-making procedures when consensus cannot be reached
	Using the team's decision-making procedures to select the top Critical Success Factors (CSFs)

10.	Developing process improvement and project plans from the top Critical Success Factors
	Determing a strategy for keeping team members, employees and departments informed
	Determing confidentiality issues, if any
	Setting up the meeting structure for ongoing meetings

11.	Measure #3: Setting up the ongoing measurement structure for ongoing evaluation of the management team's effectiveness
	Optional: If follow-up and measurement of progress is critical, a third day is strongly suggested using Performance Indexing, which not only tracks progress routinely, but can also serve as a feedback tool to management or others in the company who review progress

12.	Close: personal and group goals declared