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Feb 13, 2015
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Leading High Performance Teams
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There is an “i” in “Team”…
High performance teams are made up of high performance individuals.
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5 behaviors are common and consistent
among high performance team leaders.
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• Individuals learn, change and produce results
• Drive individual behavior
• Include individuals in establishing team goals
• Individuals then share the team goals
• Leader can use Impact Maps to create direct line of sight
Individual behavior >>> Shared Goals
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Align Goals I
• Align team goals with individual strengths and
Strengths – individual does naturally and has passion for it
Aspirations – individual wants to do and has passion for it
• How can each individual contribute to the goal?
• Seek ways to mitigate weakness, leverage strengths
• Review these attributes often – strengths and
Increased learning, change in lifestyle, change in life situation
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Linking Business Outcomes
Establish our organization as a state-wide leader in
technical skills preparation
Increase enrollment by 10% in STEM courses
Partner with area High Schools and PLTW programs to
increase awareness of Community College technical
Create technical career path maps based on 2-year
programs to share with local high-school career
Develop craftsman shortage presentation for local high
schools and job placement organizations
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• Focus on individual impact on results
• Include individual team members in process of creating
• Responsibility and authority to impact measure
• Individuals drive team performance
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Delegate Authority `
Give autonomy u Micromanage
Delegate to team v Do the job
Tell “What” w Tell “How”
Lead by asking questions x Give orders on how to execute
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The Power of Full Engagement
Jim Loehr and Tony Schwartz
Old Paradigm New Paradigm
Manage Time Manage Energy
Avoid Stress Seek Stress
Life is a marathon Life is a series of sprints
Rewards fuel performance Purpose fuels performance
Self-discipline rules Rituals rule
The Power of Positive Thinking The Power of Full Engagement
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Recognize Results $
• Team, group and individual results
• Frequent communication – as often as weekly
• Celebrating individuals – specific impact on team goals
• Pay team performers
If 20% perform 80%, should be paid proportionately
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Performance Needs Rewards
High Performers Individual attention Team-based rewards
Rewards for specific contributions
Solid Performers Support
Removal of barriers
Team, performance-based rewards
Low Performers Individual help Low or no rewards based upon
ongoing discussions of performance
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Recap – 5 Common Behaviors
Leading a High Performance Team
Driving individual behaviors to develop shared goals. These then become
the goals shared across the team or team goals.
Align the organizational goals with individual’s strengths and aspirations.
Review goals often; these change with increased knowledge, lifestyle & life changes.
Focus on measures that individuals can impact. Seek input from individuals on
setting the measures, creating their responsibility for impacting results.
Don’t: Micromanage, do the job, tell “how”, give orders
Do: Delegate, empower, tell “what”, lead and mentor through questions
Team results and individual results. Frequent communication - written or verbal
acknowledgement of achievements and contribution to group success.
Compensate star performers.
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The Life Cycle Institute is the learning, leadership and
change management practice at Life Cycle Engineering.