商業(yè)管理之如何組建高績效團(tuán)隊leadershipteamma課件

HowtoBuild,LeadandSustainaHighPerformanceTeamHowtoBuild,LeadandSustainOurGoalforthenextthreehours…Sharewithyouawealthofvaluableinformationonleadershipandhighperformanceteams.Thisinformationhasbeengleanedfromleadingresearch,benchmarkingstudies,executivesurveysandinterviewsatmorethan3,000toporganizations.Yourchallengeistolookforthebigideasyoucantakeandimplementrightaway.Takethisseriouslyandbereadytoofferopinionsoraskquestionsatanytime.Takelotsofnotes–butIwillgiveyoualloftheslides.OurGoalforthenextthreeho商業(yè)管理之如何組建高績效團(tuán)隊leadershipteammaT+CxECF=SuccessT+CxECF=Success74%23,000,00074%23,000,00088%88%Tophigh-potentialemployees…CredibleRespectfulApproachableHighlyProfessionalTeamPlayerTophigh-potentialemployees…CCredibilityCompletehonestyandtransparencyImpeccableintegrityKnowshowtodotheirjobwellAcompellingvisionforthefuturePassionandexcitementCredibilityCompletehonestyanPowerisNOTLeadershipDoitbecauseIsaidso…CoerciveTellingDemandingBelittlingDoitbecauseitistherightthingtodo…CollaborativeListening/AskingMotivatingEmpoweringPowerisNOTLeadershipDoitbRespectfulOpentotheideasofothersTreatspeoplewithdignityTreatspeoplefairlyRespectfulOpentotheideasofWhoownsthedecision…Whoownsthedecision…4-LevelDecisionMakingYouownit.Askforinput…youownit.Teamdecision…Iownit.Mycall…Iownit.4-LevelDecisionMakingYouowCultureCountsFunFamilyFriendsFairFreedomPridePraiseMeaningCultureCountsFunApproachableGenuineAppreciativeIQ+EQGreatcommunicatorApproachableGenuineHighlyProfessionalImpressiveTalent100%EthicalHighlySelf-awareAlwaysLearning&ImprovingInsightfulandInnovativePro-activeResultsDrivenFullyAccountableHighlyProfessionalImpressiveGroundRulesforaProfessionalOrganizationStaffagreestobemanagedandcoachedtostrictlyenforcedstandardsofperformanceandqualitywork.Teamworkismandatory,notoptional.Excellenceincustomersatisfactionisanenforcedstandard.Personalandprofessionalgrowthisanonnegotiableminimumstandard.Allteammembersmustshowasincereinterestinthecustomerandasinceredesiretohelpthem.Theprimaryfocusmustbeondeliveringqualityworkandbuildingstrongcustomerrelationships.Demandexcellenceandrefusetotoleratemediocrity.GroundRulesforaProfessionaTEAM

PLAYERTEAMWhatdoesittaketobeavaluedmemberofateam?Developanddisplaycompetence.Followthroughoncommitments.Deliverrequiredresults.Ensureyouractionsareconsistentwithyourword.Standbehindtheteamanditspeople.Beenjoyabletoworkwith.Bepassionateaboutyourworkandthoseyouserve.Communicateandkeepeveryoneinformed.Helptheothermembersoftheteam.Helpmembersofotherteams.Shareideas,informationandcredit.Holdyourself100%accountable.TeamLeadersare:Rigorous…butnotruthlessWhatdoesittaketobeavaluWhyyouneedtobeanexpertat

collaborationandteamwork:Youcannotsucceedalone.Youneedateamofthebrightestpeopleyoucanpossiblyfindtohelpyou.Youneedtohelptheteamworkextremelywelltogether.Youneedtheteamtosupportyouwithenthusiasm,respectandtrust.Butdon’ttakemywordforit…

WhyyouneedtobeanexpertaAnneMulcahy

CEOofXeroxandthethirdmostpowerfulwomanintheworld!Buildanetworkofgreatrelationshipswithpeoplewhowanttoseeyousucceed.Youdon’thavealloftheanswers,soaskforhelpandadvicefromthesmartestpeopleyoucanfind.Learntobealearner.Listenintentlytoyouremployeesandtoyourcustomers.AnneMulcahy

CEOofXeroxandTypicalwaysthatteammembersviolatetheteamleader’sexpectations:Missingorbeinglatetoteammeetings.Notoutwardlydemonstratingcommitmentandsupportfortheleader’sagenda.Notcompletingassignmentsinatimelymannersotheteamcancompleteitswork.Notlettingtheleaderknowwhenthereareproblemsorissues.Notsharingresourceswithotherteammembers.Notsharingcreditwiththerestoftheteam.Notrespondingtoe-mailsorvoicemailsinatimelymanner.TypicalwaysthatteammembersTypicalwaysthatteamleadersviolate

teammembers’expectations:Micromanaging–notgivingautonomy.Makingdecisionsthateffectsubordinateswithouttheirinput.Lettingteammembersshirktheirdutieswithoutanynegativeconsequences.Notgivingpraiseorrewardsforajobwelldone.Notrecognizingthatthesubordinatehasalifeoutsideofworkthatoccasionallytakespriorityoverwork.TypicalwaysthatteamleadersLet’stakeacloselookatwhatsomeofthetopthoughtleadersintheworldhavetosayaboutteams…Let’stakeacloselookatwhaAVividSharedVisionAmeaningfulcommonpurposethattheteamhashelpedshape.Mostteamsarerespondingtoaninitialmandatefromoutsidetheteam.Buttobesuccessful,theteammust“own”thispurpose,developitsownspinonit,andtheymustcreatethisvisiontogetherasateam.AVividSharedVisionAmeaningClearMeasurableGoalsSpecificperformancegoalsthatflowfromthecommonpurpose.Forexample,gettingaprojectcompletedinlessthanhalfthenormaltime.Compellinggoalsinspireandchallengeateam,giveitasenseofurgency.Theyalsohavealevelingeffect,requiringmemberstofocusonthecollectiveeffortnecessaryratherthananydifferencesintitleorstatus.

ClearMeasurableGoalsSpecificCompetence+DiversityAmixofcomplementaryskills.Successfulteamsrarelyhavealltheneededskillsattheoutset—theydevelopthemastheylearnwhatthechallengerequires.

Individualgreatness…leadingtoteamexcellenceCompetence+DiversityAmixofSolidWorkEthicAstrongcommitmenttohowtheworkgetsdone.

Teamsmustagreeonwhowilldowhatjobs,howscheduleswillbeestablishedandhonored,andhowdecisionswillbemadeandmodified.Onagenuineteam,eachmemberdoesequivalentamountsofrealwork;allmembers,theleaderincluded.SolidWorkEthicAstrongcommiTeamTrust

Trustandcommitmentcannotbecoerced.Theprocessofagreeinguponappropriategoalsservesasthecrucibleinwhichmembersforgetheiraccountabilitytoeachother…notjusttotheleaderormanager.TeamTrustTrustandcommitmJohnSpenceTeamModelDMCCMDirection–vivid,clear,inspiring---shared

easurements–specific,observable,focusedompetence–verygoodatwhattheydoommunication–open,honest,courageousutualAccountability–allteammembersiscipline–dothiseverydayJohnSpenceTeamModelDirectio11KeyTeamCompetencies:Settingclear,specificandmeasurablegoals.Makingassignmentsextremelyclearandensuringrequiredcompetence.Usingeffectivedecisionmakingprocesseswithintheteam.Establishingaccountabilityforhighperformanceacrosstheentireteam.Runningeffectiveteammeetings.Buildingstronglevelsoftrust.Establishingopen,honestandfrankcommunications.Managingconflicteffectively.Creatingmutualrespectandcollaboration.Encouragingrisk-takingandinnovation.Engaginginongoingteambuildingactivities.11KeyTeamCompetencies:SettiLackofTRUSTLackofcandorLackofcommitmentLackofaccountabilityLackofresultsLackofTRUSTCompetenceRespectDistrustAffectionTRUSTHIGHLOWLOWHIGHConcernCompetenceRespectDistrustAffecThemantraofexcellentteamleaders:IamgoodatwhatIdo…andIdoitbecauseIcareaboutyou!(HighIQ+HighEQ)ThemantraofexcellentteamDemonstratePersonalCharacter(habits,integrity,trust,honesty,credibility)SETDIRECTION(Vision–Goals-Future)MobilizeCommitment(engageothers,sharepower)EnhanceCapability(buildteams,managechange)Whatdosuccessfulleadersdo…LeadershipAttributeFrameworkDemonstratePersonalCharacterStudyofmostimportantleadershipskills

7,000+managersfrom1,600largeorganizationsMusthavesuperbcommunicationskills.Leadbyexampletodemonstratecharacterandcompetence.Establishandmaintainclearandmeaningfulvision.Providemotivationtocreateownershipandaccountabilityforresults.Clarifyperformanceexpectations.Fosterteamworkandcollaboration.Developclearperformancegoalsandmetrics.From:GettingResultsbyLongeneckerandSimonetiStudyofmostimportantleaderIdealTeamLeaderModelVision=shareddirection,clear&measurablegoals,aplan.LearningEnvironment=coaching,mentoring,networkingUrgency+BalancePraise&Respect=timely,genuine,sincere,publicCommunication=honesty,trust,values,ethics,integrityPassion=enthusiasm,inspiration,energyLeadbyExampleIdealTeamLeaderModelVisionLeadbyExampleCompetence+ProfessionalismVision+ConsistencyCorevalues+Honesty=Integrity2-wayCommunication+RespectCreativity/Innovation/EmpowermentLeadbyExampleHonestyCompetenceOpportunityAppreciationHonestyTHANKYOU!THANKYOU!HowtoBuild,LeadandSustainaHighPerformanceTeamHowtoBuild,LeadandSustainOurGoalforthenextthreehours…Sharewithyouawealthofvaluableinformationonleadershipandhighperformanceteams.Thisinformationhasbeengleanedfromleadingresearch,benchmarkingstudies,executivesurveysandinterviewsatmorethan3,000toporganizations.Yourchallengeistolookforthebigideasyoucantakeandimplementrightaway.Takethisseriouslyandbereadytoofferopinionsoraskquestionsatanytime.Takelotsofnotes–butIwillgiveyoualloftheslides.OurGoalforthenextthreeho商業(yè)管理之如何組建高績效團(tuán)隊leadershipteammaT+CxECF=SuccessT+CxECF=Success74%23,000,00074%23,000,00088%88%Tophigh-potentialemployees…CredibleRespectfulApproachableHighlyProfessionalTeamPlayerTophigh-potentialemployees…CCredibilityCompletehonestyandtransparencyImpeccableintegrityKnowshowtodotheirjobwellAcompellingvisionforthefuturePassionandexcitementCredibilityCompletehonestyanPowerisNOTLeadershipDoitbecauseIsaidso…CoerciveTellingDemandingBelittlingDoitbecauseitistherightthingtodo…CollaborativeListening/AskingMotivatingEmpoweringPowerisNOTLeadershipDoitbRespectfulOpentotheideasofothersTreatspeoplewithdignityTreatspeoplefairlyRespectfulOpentotheideasofWhoownsthedecision…Whoownsthedecision…4-LevelDecisionMakingYouownit.Askforinput…youownit.Teamdecision…Iownit.Mycall…Iownit.4-LevelDecisionMakingYouowCultureCountsFunFamilyFriendsFairFreedomPridePraiseMeaningCultureCountsFunApproachableGenuineAppreciativeIQ+EQGreatcommunicatorApproachableGenuineHighlyProfessionalImpressiveTalent100%EthicalHighlySelf-awareAlwaysLearning&ImprovingInsightfulandInnovativePro-activeResultsDrivenFullyAccountableHighlyProfessionalImpressiveGroundRulesforaProfessionalOrganizationStaffagreestobemanagedandcoachedtostrictlyenforcedstandardsofperformanceandqualitywork.Teamworkismandatory,notoptional.Excellenceincustomersatisfactionisanenforcedstandard.Personalandprofessionalgrowthisanonnegotiableminimumstandard.Allteammembersmustshowasincereinterestinthecustomerandasinceredesiretohelpthem.Theprimaryfocusmustbeondeliveringqualityworkandbuildingstrongcustomerrelationships.Demandexcellenceandrefusetotoleratemediocrity.GroundRulesforaProfessionaTEAM

PLAYERTEAMWhatdoesittaketobeavaluedmemberofateam?Developanddisplaycompetence.Followthroughoncommitments.Deliverrequiredresults.Ensureyouractionsareconsistentwithyourword.Standbehindtheteamanditspeople.Beenjoyabletoworkwith.Bepassionateaboutyourworkandthoseyouserve.Communicateandkeepeveryoneinformed.Helptheothermembersoftheteam.Helpmembersofotherteams.Shareideas,informationandcredit.Holdyourself100%accountable.TeamLeadersare:Rigorous…butnotruthlessWhatdoesittaketobeavaluWhyyouneedtobeanexpertat

collaborationandteamwork:Youcannotsucceedalone.Youneedateamofthebrightestpeopleyoucanpossiblyfindtohelpyou.Youneedtohelptheteamworkextremelywelltogether.Youneedtheteamtosupportyouwithenthusiasm,respectandtrust.Butdon’ttakemywordforit…

WhyyouneedtobeanexpertaAnneMulcahy

CEOofXeroxandthethirdmostpowerfulwomanintheworld!Buildanetworkofgreatrelationshipswithpeoplewhowanttoseeyousucceed.Youdon’thavealloftheanswers,soaskforhelpandadvicefromthesmartestpeopleyoucanfind.Learntobealearner.Listenintentlytoyouremployeesandtoyourcustomers.AnneMulcahy

CEOofXeroxandTypicalwaysthatteammembersviolatetheteamleader’sexpectations:Missingorbeinglatetoteammeetings.Notoutwardlydemonstratingcommitmentandsupportfortheleader’sagenda.Notcompletingassignmentsinatimelymannersotheteamcancompleteitswork.Notlettingtheleaderknowwhenthereareproblemsorissues.Notsharingresourceswithotherteammembers.Notsharingcreditwiththerestoftheteam.Notrespondingtoe-mailsorvoicemailsinatimelymanner.TypicalwaysthatteammembersTypicalwaysthatteamleadersviolate

teammembers’expectations:Micromanaging–notgivingautonomy.Makingdecisionsthateffectsubordinateswithouttheirinput.Lettingteammembersshirktheirdutieswithoutanynegativeconsequences.Notgivingpraiseorrewardsforajobwelldone.Notrecognizingthatthesubordinatehasalifeoutsideofworkthatoccasionallytakespriorityoverwork.TypicalwaysthatteamleadersLet’stakeacloselookatwhatsomeofthetopthoughtleadersintheworldhavetosayaboutteams…Let’stakeacloselookatwhaAVividSharedVisionAmeaningfulcommonpurposethattheteamhashelpedshape.Mostteamsarerespondingtoaninitialmandatefromoutsidetheteam.Buttobesuccessful,theteammust“own”thispurpose,developitsownspinonit,andtheymustcreatethisvisiontogetherasateam.AVividSharedVisionAmeaningClearMeasurableGoalsSpecificperformancegoalsthatflowfromthecommonpurpose.Forexample,gettingaprojectcompletedinlessthanhalfthenormaltime.Compellinggoalsinspireandchallengeateam,giveitasenseofurgency.Theyalsohavealevelingeffect,requiringmemberstofocusonthecollectiveeffortnecessaryratherthananydifferencesintitleorstatus.

ClearMeasurableGoalsSpecificCompetence+DiversityAmixofcomplementaryskills.Successfulteamsrarelyhavealltheneededskillsattheoutset—theydevelopthemastheylearnwhatthechallengerequires.

Individualgreatness…leadingtoteamexcellenceCompetence+DiversityAmixofSolidWorkEthicAstrongcommitmenttohowtheworkgetsdone.

Teamsmustagreeonwhowilldowhatjobs,howscheduleswillbeestablishedandhonored,andhowdecisionswillbemadeandmodified.Onagenuineteam,eachmemberdoesequivalentamountsofrealwork;allmembers,theleaderincluded.SolidWorkEthicAstrongcommiTeamTrust

Trustandcommitmentcannotbecoerced.Theprocessofagreeinguponappropriategoalsservesasthecrucibleinwhichmembersforgetheiraccountabilitytoeachother…notjusttotheleaderormanager.TeamTrustTrustandcommitmJohnSpenceTeamModelDMCCMDirection–vivid,clear,inspiring---shared

easurements–specific,observable,focusedompetence–verygoodatwhattheydoommunication–open,honest,courageousutualAccountability–allteammembersiscipline–dothiseverydayJohnSpenceTeamModelDirectio11KeyTeamCompetencies:Settingclear,specificandmeasurablegoals.Makingassignmentsextremelyclearandensuringrequiredcompetence.Usingeffectivedecisionmakingprocesseswithintheteam.Establishingaccountabilityforhighperformanceacrosstheentireteam.Runningeffectiveteammeetings.Buildingstronglevelsoftrust.Establishingopen,honestandfrankcommunications.Managingconflicteffectively.Creatingmutualrespectandcollaboration.Encouragingrisk-takingandinnovation.Engaginginongoingteambuildin