1.
Cultivating High Performing Teams

2.
Combined
Focus
A Unified
Purpose
Innovation
Effective
Communication
Responsibility
Accountability
7 Habits of High Performing Teams
Excellent
Leadership
With good team-building skills, you can unite employees around a common goal and generate
greater productivity. Without them, you limit yourself and the staff to the effort each individual
can make alone.
Team building is an ongoing process that helps a work group evolve into a cohesive unit. The
team members not only share expectations for accomplishing group tasks, but trust and support
one another and respect one another's individual differences. Your role as a team builder is to
lead your team toward cohesiveness and productivity.

3.
EFFECTIVE COMMUNICATOR
POSITIVE “CAN DO” ATTITUDE
ROLE MODEL
HONESTY and TRUSTWORTHY
POWERFUL DELEGATOR
ACCEPTS RESPONSIBILITY
Effective Leadership
Excellent
Leadership
Every effective team must have an effective
leader. The “go to” guy for effective problem
solving. This leader is trustworthy, efficient, and
fosters an atmosphere of growth.
True leadership creates measureable results
within the organization.
Although great leaders come in many different
shapes and sizes- the 3 most important skills
necessary for an individual to be an effective
leader are as follow: he or she is well organized,
takes full responsibility for the team, and is a
positive role model for all those whom one
comes into contact with.

4.
Develop A
Unified
Purpose
Establishing An Unified Purpose
Setting an atmosphere of unity
and purpose is how you build a team.
It’s the ability to get team members inspired.
It’s about dealing with emotions, building high emotions and creating an inspired team.
High performing teams always inspires, even though there's stress and challenge.
Create A Sense of Belonging
Build Mutual Respect
Adopting Goals

5.
“You can’t build a society purely
on interests, you need a sense of
belonging."
-- Valery Giscard d’Estaing
Show Respect
Through
Example
Establishing An Unified Purpose
A leader has to make everybody
feel like they belong – even if they don’t
like them. Of course, typically after creating a
bond you learn to like the person. You discover some part of them that brings you
together. With team members who don't want to belong, you have to say, “Do you really
want to belong to this team? If you are ambivalent, it’s going to be a source of conflict.”
SENSE OF BELONGING

6.
"Respect for ourselves guides
our morals; respect for others
guides our manners."
-- Laurence Sterne
Encourage
Participation
Establishing An Unified Purpose
People want to feel they have power
over themselves. That's why asking a
question is so important in any leadership activity,
and being able, where possible, to give people choice and power over what they can do.
When you delegate, you open up possibilities to let people shine.
BUILD MUTUAL RESPECT

7.
“If everyone is moving forward
together, then success takes
care of itself."
-- Henry Ford
Creating
And Defining
A Unified
Purpose
Establishing An Unified Purpose
Setting an atmosphere of unity
and purpose is how you build a team.
It’s the ability to get team members inspired.
It’s about dealing with emotions, building high emotions and creating an inspired team.
High performing teams always inspires, even though there's stress and challenge.
ADOPTING GOALS

8.
Communicate
Effectively
Effective communication means the ability to express ourselves well, both verbally and non-
verbally, in ways which are proper to our cultures and situations. This does not mean only
being able to express our desires and opinions, but also our needs and fears, including
asking for advice and help. Effective communication also involves active listening and giving
positive feedback.
Effective Communication

9.
Communicate
Effectively
To improve communication within your team, you need to implement a few easy but important changes to your
corporate philosophy and practice. When employees feel as though they have control over their job, they feel a
sense of purpose and are more invested in the entire process. Autonomy breeds innovation and job satisfaction.
Provide your workers with the tools they need to get their job done, and then give them the freedom to do it. To
keep updated on their progress without meddling or micromanaging, hold weekly status meetings or ask for
regular e-mail progress reports.
Handle Conflicts
With Diplomacy
Respect Cultural
Differences
Trust Your
People
Give Good
Feedback

10.
Accountability
Accountability
Out of all the things we expect of leaders — taking charge, setting strategy, empowering people, driving
execution, you name it —one single behavior would you guess is most often neglected or avoided
among executives-taking accountability for their team’s performance. Although many upper-level
managers don’t do these things enough, by far and away the single-most shirked responsibility of
executives is holding people accountable. No matter how tough a game they may talk about
performance, when it comes to holding people’s feet to the fire, leaders step back from the heat.
Holding people accountable-
firm when they don’t deliver
Group Performance Often
Needs A Firm Leader
Remove Favoritism From
The Group Dynamic

11.
What Is
Innovation?
We often use the words "creativity" and "innovation" interchangeably but we should not. Creativity is about
coming up with ideas while innovation is about "bringing ideas to life." While individuals may display
creativity, innovation occurs in the organizational context only, by bringing creative ideas to life. Innovation is
linked to performance and growth through improvements in efficiency, productivity, quality, competitive
positioning and market share. It typically adds value by changing old organizational forms and practices.
Organizations that do not innovate effectively may be destroyed by those who do.
Innovation

12.
Continue the process
of innovation with
more goal setting
Acknowledge Positive
Outcomes - Offer
Guidance for
Improvements
Create A Larger Goal
to Encourage Team
Confidence
Identify ideas as
a team to make
improvements
Encouraging
Innovation
Implement an immediate innovation. As a team, identify ideas that will reduce costs, save time, or improve
customer service. Pick one or two to implement right away to demonstrate success.
Identify an ambitious goal. Once your team has confidence in its ability to innovate, set a larger goal.
Continually foster innovation. Include “Innovation” as a category in performance reviews. Recognize colleagues
who try new approaches even if the results aren’t perfect. And, give people time to think and experiment.
START A SHORT TERM GOAL IDENTIFY A LARGER GOAL RECOGNIZE ENCOURAGE

13.
NormingStorming
Forming
The 4 Stages of Team Development
Performing

14.
Forming
The 4 Stages of Team Development
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood
what work the team will do. Others are simply excited about the task ahead.
As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.
This stage can last for some time, as people start to work together, and as they make an effort to get to know
their new colleagues.

15.
Storming
The 4 Stages of Team Development
Storming often starts where there is a conflict between team members' natural working styles. People may work
in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may
become frustrated.
Storming can also happen in other situations. For example, team members may challenge your authority, or
jockey for position as their roles are clarified. Or, if you haven't defined clearly how the team will work, people
may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using.

16.
Norming
The 4 Stages of Team Development
Gradually, the team moves into the norming stage. This is when people start to resolve their differences,
appreciate colleagues' strengths, and respect your authority as a leader.
Now that your team members know one-another better, they may socialize together, and they are able to ask
each other for help and provide constructive feedback. People develop a stronger commitment to the team goal,
and you start to see good progress towards it.
There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may
lapse back into behavior from the storming stage.

17.
The 4 Stages of Team Development
Performing
The team reaches the performing stage when hard work leads, without friction, to the achievement of the
team's goal. The structures and processes that you have set up support this well.
As leader, you can delegate much of your work, and you can concentrate on developing team members.
It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.