High Performance Teams, Atlantis

1. HOW TO LEAD A TEAM OF VOLUNTEERS
TOWARDS HIGH PERFORMANCE

2. Structure
• What is a HP team ?
• What behaviors would you see in such a team ?
• What drives people to give the best they have and do it for
free ?
• What can leaders do to nourish those drives ?
• What does it means for AEISEC leaders ?
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3. What is a high performing team ?
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Best possible results for the competencies/talents available.

4. 21/04/2014 INTC 4
Tasks &
relational
competencies
Performance

5. Football-Mexican competition
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Team Star rating
Transfer budget
(GBP)
Weekly wages
(GBP)
America 3.5 stars 6,000,000 336,000
Atlante 3.0 stars 500,000 163,000
Atlas 3.0 stars 425,000 179,000
Chiapas 3.0 stars 850,000 38,000
Club Leon 3.0 stars 1,700,000 32,000
Cruz Azul 3.5 stars 7,000,000 286,000
Guadalajara 3.0 stars 4,200,000 189,000
Monarcas 3.5 stars 2,500,000 295,000
Monterrey 3.5 stars 7,500,000 268,000
Pachuca 3.0 stars 7,500,000 205,000
Puebla 3.0 stars 500,000 157,000
Queretaro 3.0 stars 1,300,000 165,000
Santos Laguna 3.0 stars 4,200,000 253,000
Tigres 3.5 stars 8,500,000 351,000
Tijuana 3.5 stars 4,200,000 222,000
Toluca 3.0 stars 1,300,000 184,000
U.N.A.M. 3.0 stars 1,700,000 184,000
Veracruz 3.0 stars 1,300,000 48,000

6. The Primera División
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Country Global Club Brand
value 2012
Rating EV* BVEV
1 56 CD
Guadalajara
38 AA+ 203 19%
2 68 Club
America
25 AA 157 16%
3 91 Crur Azul 19 AAA 118 16%
4 99 Tigres
UNAL
17 AAA 112 15%
5 106 CF Pachuca 14 A+ 125 12%
In US$ millions
*Indicative Enterprise Valuation
Football-Mexican competition

7. 21/04/2014 INTC 7
2012 Relegation (for 3 years) 2013/2014
Tigre UNAL Cruz Azul Cruz Azul
Club America Tigres UNAL Toluca
Atlas Santos Laguna Pumas
Monarca Morelia Monarca Morelia Santos Laguna
Cruz Azul Club America Club America
Football-Mexican competition

8. What are the behaviors you would see in HP team ?
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9. What is visible ?
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• More energy.
• More speaking out, less pretense.
• More feedback to each other (the way of doing that might be
different, depending on the culture).
• People have more respect and consideration for each other,
even if they are not best friends!
• People share more easely fears and needs.
• The non-verbal is more aligned with the verbal.

10. High Performing teams?
« First, I thought that it meant having a good manager.
Then, I thought it was about clear objectives.
Then, I thought a performing team had not too many
conflicts.
I thought that it implied for the team members not to
be too much different from each other.
Finally, I reach the conclusion that for a team to
perform, its members should dare to share on their
fears and needs, and they should give up the idea of
being right. »
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11. As a conclusion
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It is about bringing out the best of what you have for the
objective that you want to reach.

12. What makes that you want to give the
best of yourself ?
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13. The Gallup Q12TM Items
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 I know WHAT IS EXPECTED OF ME at work
 I have the MATERIALS AND EQUIPMENT I need to do my work right
 At work, I have the opportunity to DO WHAT I DO BEST every day
 In the last 7 days, I have received RECOGNITION or praise for doing good work
 My supervisor, or someone at work, seems to CARE ABOUT ME as a person
 There is someone at work who ENCOURAGES my development
 At work, MY OPINIONS seem to count
 The MISSION/PURPOSE OF MY COMPANY makes me feel my job is important
 MY ASSOCIATES (fellow employees) are committed to doing quality work
 I have a BEST FRIEND at work
 In the last six months, someone at work has TALKED TO ME ABOUT MY PROGRESS
 This last year, I have had opportunities at work to LEARN AND GROW
Copyright © 2014 Gallup, Inc. All rights reserved
INTC

14. Engagement hierarchy
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Growth
Teamwork
Management Support
Basic Needs
• I have materials and equipment I
need to do my work right
• I know what is expected of me at
work
• I have a best friend at work
• Co-workers committed to quality
• Mission/purpose of company
• At work, my opinions seem to count
• Opportunities to learn and grow
• Progress in last six months
• Someone at work encourages my development
• Supervisor/someone at work cares
• Recognition last 7 days
• Do what I do best every day
Gallup Q12TM
Copyright © 2014 Gallup, Inc. All rights reservedINTC

15. Communication law
15
1. All people have purposes and concerns.
2. When they think that you threaten or are unaware of their
purposes and concerns, they resist. This is wasteful.
3. When they think that you are aware of and sensitive to their
purposes and concerns, they communicate and collaborate.
This adds value.
15
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16. What does that mean in terms of leadership ?
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You have to be able to capture what your team members drive in
general, and each specifically (= understanding the mental map
of the others).

17. Influencing behavior through impactful conversations
situation
behavior
result
MENTAL MAP
People do not react to situations; they react
to what situations mean to them.
Behavior derives from peole’s feeling and
thinking (mental map), and the benefits for
them in the result (consequences).
Impactful conversations, are conversations
using the lever of the mental map to create a
motivated change.
Together with consequence management,
impactful conversations will drive sustainable
behavioral change
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18. The conversation meter
18
From Connolly and Rianoshek, The Communication Catalyst
100
50
25
75
0
From Connolly and Rianoshek, The Communication Catalyst
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19. Most of the time I am likely to be....
19
An energetic person who is quick to see opportunities and
advantages
A feeling person who is quick to respond to other people’s
needs
A practical person who is careful not to rush into decisions
before I have had a chance to think things through
19
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20. It is most like me to:
20
Be patient, practical and sure of what I am doing
Do the best I can and trust others to recognize my contribution
Take the lead in developing opportunities and influencing
decisions
20
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21. Give time to the team so it can develop
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Let the team structure its energy

22. Prestage I Stage I
Forming
Stage II
Storming
Stage III
Norming
Stage IV
Performing
Stage V
Adjourning
Bruce Tuckman
Stage of team development
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23. What “good leaders” do
23
 Challenging the process
 The search for opportunities
 Experiments and risk-taking
 Inspiring a shared vision
 Envision the future
 Enlist others
 Enabling others to act
 Fostering collaboration
 Strengthening others
 Modelling the way
 Set the example
 Plan small wins
 Encouraging The Heart
 Recognize individual
contributions
 Celebrate accomplishments
Leaders lead people and manage task, they do not lead task and manage people
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24. AS A CONCLUSION:
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« The task of leadership is not to put
greatness into people, but to elicit it, for
the greatness is there already. »