M4 L2 Building High Performing Teams

Summary

This lesson explores the creation of high-performing teams, emphasizing the importance of vision, trust, and adaptability. It introduces the 'High Impact Teaming' model with five key variables: visioning, organizing, safe teaming, individual impact, and context. The Tuckman's stages of team development are discussed, from forming to adjourning, highlighting the leader's role in guiding teams through each phase. The lesson also addresses the impact of team member changes on the team's dynamics and the need for effective onboarding and transition support.

Takeaways

• 🌟 High-performing teams are characterized by outstanding results, collaboration, resilience, adaptability, and alignment with organizational vision.
• 🛠 The leader's clarity on team vision and objectives is crucial for high-performing teams, ensuring they are in line with the organization's goals.
• 💡 Trust, open communication, and valuing diversity are foundational to building a high-performing team.
• 📚 The 'High Impact Teaming' book introduces a model with five key variables for team development: visioning, individual impact, organizing, safe teaming, and context.
• 🔍 Visioning is about creating a shared vision that provides direction, inspiration, and purpose for the team.
• 🛡 Organizing focuses on establishing efficient systems and structures for smooth team operations and coordination.
• 👥 Safe teaming emphasizes psychological safety, allowing team members to share ideas and express opinions without fear.
• 🧩 Individual impact is the base of team dynamics, influenced by personal attributes like habits, mindsets, and roles.
• 🌐 The context surrounds the team pyramid, representing external factors that affect team operations and learning.
• 🔗 Trust is an invisible component that binds all variables together, ensuring team member alignment and positive responses.
• 🌀 Tuckman's stages of team development include forming, storming, norming, performing, and adjourning, with each stage requiring different leadership approaches.
• 🔄 Team development can be affected by changes in team membership, which may disrupt dynamics and require readjustment by the leader.

Q & A

What are high-performing teams known for?

High-performing teams are known for achieving outstanding results through their collaborative spirit, resilience, adaptability, and being led by a leader with a clear vision and objectives aligned with the organization's vision.

What are the foundational elements of high-performing teams according to the HIT model?

The HIT model identifies five key variables for high-performing teams: visioning, individual impact, organizing, safe teaming, and context. The core of this model includes visioning, organizing, and safe teaming.

What does visioning involve in the context of team development?

Visioning involves developing a clear and shared vision that guides the team's direction and goals, providing inspiration and a sense of purpose.

How does organizing contribute to the efficiency of a team?

Organizing focuses on creating efficient systems, structures, and routines to facilitate smooth operations and coordination among team members.

What is the importance of safe teaming in a team's dynamics?

Safe teaming emphasizes the importance of psychological safety, ensuring team members feel comfortable sharing ideas, expressing opinions, and being vulnerable without fear of negative consequences.

What role does individual impact play in a team's learning process?

Individual impact, which includes personal attributes such as habits, mindsets, and roles, forms the foundation of team dynamics and significantly influences the speed and quality of team learning.

How does the context surrounding a team influence its operation and learning?

The context represents the external environment and factors that affect how teams operate and learn. It shapes the team's purpose and achieving sustainable impact requires learning from and adapting to this context.

What is the significance of trust in the HIT model?

Trust is an invisible component of the HIT model that binds all the other variables together, ensuring team members are aligned in their goals, adhere to agreements, and respond positively to one another.

What are the stages of team development as introduced by Tuckman?

Tuckman's stages of team development include forming, storming, norming, performing, and adjourning or mourning. These stages outline the path teams traverse from formation to dissolution.

What is the role of a leader during the storming stage of team development?

During the storming stage, a leader's role is to help navigate conflicts constructively and ensure team members learn to accommodate each other's differences.

How can a leader support a team during the performing stage?

In the performing stage, a leader can empower the team by delegating decision-making, recognizing their achievements, and continuously motivating and challenging the team to enhance performance and innovation.

What happens during the adjourning or mourning stage of a team's life cycle?

During the adjourning or mourning stage, the team wraps up its objectives or is disbanded, which can be marked by feelings of loss or uncertainty about the future. Leaders should help team members process these emotions, celebrate accomplishments, and provide guidance on transition plans.

How does the departure of a team member affect team dynamics?

The departure of a team member disrupts existing dynamics and may push the team back to earlier stages like storming or norming. Leaders must address the emotional and workload impacts of this change and help the team adjust to new dynamics and onboard new members effectively.

Outlines

00:00

📚 Building High-Performing Teams

This paragraph introduces the concept of high-performing teams, emphasizing their collaborative spirit, resilience, adaptability, and alignment with organizational vision. It highlights the role of a clear leader and the importance of trust, open communication, and diversity in team composition. The 'High Impact Teaming' model is presented with five key variables: visioning, individual impact, organizing, safe teaming, and context. The paragraph also touches on the invisible component of trust that binds these elements together. It concludes by stating that high-performing teams are developed, not born, and that leaders play a crucial role in guiding teams through various stages of formation and development.

05:01

🔄 Tuckman's Stages of Team Development

This paragraph delves into Tuckman's stages of team development, a model that outlines the progression of teams from formation to dissolution. The first stage, forming, involves team introductions and setting clear directions. The storming stage is characterized by conflicts and power struggles, where the leader's role is to navigate these constructively. The norming stage sees team members resolving differences and establishing norms for smoother interactions. The performing stage is where the team operates at full capacity with autonomous decision-making. The final stage, adjourning, occurs when the team disbands, and the leader must help members process emotions and transition. The paragraph also notes that team dynamics can be affected by the departure or addition of members, potentially pushing the team back to earlier stages.

Keywords

💡High-performing teams

High-performing teams are groups that consistently achieve exceptional results through collaboration, resilience, and adaptability. In the video, these teams are characterized by their clear vision, trust, and open communication, which are essential for their success. The script emphasizes that these teams are not innate but are developed through deliberate practices and stages of team building.

💡Team vision and objectives

Team vision and objectives refer to the clear and shared goals that guide a team's direction and provide a sense of purpose. The script mentions that high-performing teams are often led by leaders who ensure that the team's vision and objectives align with the organization's vision, which is crucial for achieving outstanding results.

💡Trust

Trust is a foundational element in high-performing teams, as it binds team members together and ensures alignment in their goals. The script highlights the importance of trust in facilitating open communication, adherence to agreements, and positive responses among team members, which are vital for team success.

💡Open communication

Open communication is the practice of sharing ideas, opinions, and feedback without fear of negative consequences. The script explains that high-performing teams are supported by open, honest, and effective communication, which is essential for psychological safety and team collaboration.

💡Diversity

Diversity in teams refers to the inclusion of individuals with varied skills, experiences, and perspectives. The script points out that high-performing teams value diversity, as it brings together a range of viewpoints and skills that contribute to the team's adaptability and continuous improvement.

💡Adaptability

Adaptability is the ability of teams to adjust to changes and challenges. The script describes high-performing teams as adaptable, which means they can effectively respond to new situations and are committed to continuous learning and improvement.

💡Visioning

Visioning is the process of developing a clear and shared vision that guides the team's direction and goals. In the script, visioning is one of the core components of the HIT model for high-performing teams, providing inspiration and a sense of purpose for team members.

💡Organizing

Organizing involves creating efficient systems, structures, and routines to facilitate smooth operations and coordination among team members. The script mentions organizing as a key practice in the HIT model, which is essential for the effective functioning of high-performing teams.

💡Safe teaming

Safe teaming emphasizes the importance of psychological safety, ensuring that team members feel comfortable sharing ideas and expressing opinions without fear. The script describes safe teaming as a core component of the HIT model, which is crucial for fostering a collaborative team environment.

💡Individual impact

Individual impact refers to personal attributes such as habits, mindsets, and roles that form the foundation of team dynamics. The script explains that individual impact significantly influences the speed and quality of team learning, highlighting the importance of personal attributes in the development of high-performing teams.

💡Tuckman's stages of team development

Tuckman's stages of team development is a model introduced by psychologist Bruce Tuckman in 1965, outlining the path that teams traverse from formation to dissolution. The script uses this model to explain the different stages that teams go through, including forming, storming, norming, performing, and adjourning, and the importance of a leader's role in facilitating team growth through each phase.

Highlights

High performing teams achieve outstanding results through collaboration, resilience, and adaptability.

These teams are led by leaders with a clear vision and objectives aligned with the organization's vision.

Trust and open, honest communication are foundational to building high performing teams.

Diversity in skills, experiences, and perspectives is valued in high performing teams.

The High Impact Teaming book provides a model with five key variables for developing high performing teams.

Visioning, organizing, and safe teaming form the core of the model, shaping team dynamics and performance.

Individual impact, including personal attributes, habits, and roles, influences team learning and dynamics.

The context surrounding the team affects how it operates and learns, shaping its purpose and impact.

Trust is an invisible component that binds all variables together, aligning team goals and responses.

High impact teams are made, not born, and go through stages of formation and development.

Tuckman's stages of team development outline the path teams take from formation to dissolution.

Leaders facilitate team growth through each Tuckman stage, from forming to performing.

The forming stage introduces team members and sets the stage for uncertainty and anxiety.

Storming stage involves conflicts and power struggles that leaders must navigate constructively.

Norming stage sees team members respecting each other and working cohesively with established norms.

In the performing stage, the team reaches its full potential, working autonomously towards goals.

Adjourning stage marks the end of the team's objectives or disbandment, with potential feelings of loss.

Team development is affected when members leave or join, disrupting dynamics and potentially regressing stages.

Leaders must address emotional and workload impacts of team changes, adjusting dynamics and onboarding effectively.

Tuckman stages, though formulated for project teams, apply to long-term teams working on various projects.

Transcripts

in the previous lesson we talked about

the individuals in your team in this

lesson let us look at how to create high

performing teams we will also go into

the different stages of team

building High performing teams are known

for their ability to achieve outstanding

results through their collaborative

spirit and resilience and also their

adaptability

these teams are often led by a leader

who is clear on the team vision and

objectives and ensures that it is in

line with the organization's

Vision these teams are built on trust

and supported by open honest and

effective

communication these teams also value

diversity bringing together individuals

with varied skills experiences and

perspectives they are adaptable to

changes and committed to continuous

Improvement and learning here I want to

share some insights from a book on the

topic high impact teaming the book

provides a hit model that highlights the

key practices for the development of

high performing

teams there are five key variables in

this module visioning individual impact

organizing safe teing and

context three of these form the

core visioning organizing and safe

teaming they are the corners of the

puzzle visioning involves developing a

clear and shared Vision that guides the

team's Direction and goals providing

inspiration and a sense of

purpose organizing focuses on creating

efficient systems structures and

routines to facilitate smooth operations

and coordination among team members

safe teaming emphasizes the importance

of psychological safety ensuring that

team members feel comfortable sharing

ideas expressing opinions and being

vulnerable without fear of negative

consequences at the center of the

pyramid is the individual impact this

includes personal attributes such as

habits mindsets and roles these

individual factors form the foundation

of the theme Dynamics and significantly

influence the speed and quality of Team

learning the pyramid is surrounded by

the

context this represents the external

environment and factors that affect how

teams operate and

learn the model emphasizes that the

purpose of a team is shaped by its

context and sustainable impact is

achieved by learning from and adapting

to this

context there's also an invisible

component component of this model trust

which bind all the other valuables

together trust ensures that team members

are aligned in their goals adhere to

agreements and respond positively to one

another just like great leaders high

impact teams are not born they are made

every team goes through different stages

of formation and development before they

can either disintegrate or sustain to

become High performing teams

much of this responsibility to take a

team to a high performing one falls on

the leader

shoulders I will go into how you can

support your team through the different

stages but before that let us look at

what the stages are and how to recognize

them for this I will introduce you to

the tuckman's stages of team

development introduced by the

psychologist Bruce stckman in

1965 this model outlines the path that

teams Traverse from their formation to

their eventual dissolution it is

important for leaders to facilitate the

teams growth through each phase

successfully the first stage is forming

this initial stage is where team members

are

introduced they learn about the project

and their

responsibilities this phase is

characterized by uncertainty and anxiety

as members test the waters as a leader

at this stage you must provide clear

directions and set goals to align the

team from the start ensuring that you

help the team members get to know each

other and support them through the

process the second stage is storming as

team members start to assert their ideas

conflicts may arise the storming stage

is marked by struggles for power and

leadership

styles it is a critical time for you as

a leader to help navigate these

conflicts constructively and ensure team

members learn to accommodate each

other's

differences the third stage is norming

following the resolution of initial

conflicts team members begin to respect

each other's strengths and work together

cohesively norms and rules are

established which facilitates smoother

interactions and strengthens the team's

effectiveness

here you have to encourage team members

to share responsibilities and support

each

other the fourth stage is performing the

team reaches its full potential in this

stage members are competent autonomous

and able to handle decision-making

processes without

supervision the focus is on reaching the

team's goals and the structure is now

supportive of productivity and task

oriented

at this stage you can empower the team

by delegating decision making and

recognizing their

achievements make sure that you

continuously motivate and challenge the

team to enhance their performance and

Innovation the fifth and final stage is

called adjourning or

morning this final stage occurs as a

team wraps up its objectives or when it

is disband

it can be marked by feelings of loss or

uncertainty about the future as a leader

it is important to help team members

process these emotions celebrate the

team's accomplishments and provide

guidance on transtions plans whether

within the organization or Beyond team

development is also affected when

someone leaves a team or joins it the

departure of a team member disrupts the

existing Dynamics and may push back the

team to earlier stages

like storming or

norming as a leader it is important that

you address the emotional and workload

impacts of this change help the team

adjust to the new Dynamics and

potentially onboard new members

effectively although docent stages were

formulated for project-based teams these

stages are also applicable for teams

that are going to work long-term

together on different projects and

tasks now that you understand what makes

high performing teams and the different

stages of building teams in the next

lesson I will take you through the

Practical steps where you can nurture a

culture that promotes growth in your

team

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