There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork. Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders. We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics. This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.

1. The Eight
Characteristics of High
Performing Teams
Dr Tim Baker
www.winnersatwork.com.au

2. Dr. Tim Baker

3. Tim Baker explains this
perfectly in this very
readable and practical
book that is easily applied
to your team.
Grant Fox MBE, former
All Black Legend and CEO,
Techfront NZ
Tim Baker does a wonderful job dismantling the
mystique of continued and sustainable
success.
Tom Lawton, former Wallaby Great
Tim Baker writes a
practical book that is
guaranteed to lead to
higher performance.
Commissioner Katarina
Carroll, QPS

4. Nick Farr-Jones AM,
former Wallaby Captain and Great
“Tim’s book nails the eight
characteristics of high-
performing teams. These
characteristics are about
relationships and culture,
rather than just the task at
hand.”

5. I’m so busy, where
do I start? It’s too
overwhelming!

6. The Eight Characteristics
Tools for developing those
characteristics
Special offer

7. Task v Relationship
Are you more focused on the
or ?
Robert R. Blake and Jane Mouton outlined in their Managerial Grid model (1964) that a
leader’s concern for task is set against their concern for people. These concerns are often
displayed as polar opposites as set out below.
The simple fact is that during your career as a leader, there will be times when the needs
of the team or the individuals far outweigh the needs of the task at hand. And there will
TASK RELATIONSHIP

8. The leadership balancing act
Every leader in every organisation is faced with the same balancing act. This balancing act
is the requirement of the leader to balance the needs of the task, with the needs of the
team and the individuals who comprise those teams.
Robert R. Blake and Jane Mouton outlined in their Managerial Grid model (1964) that a
What you do
Catering for the individual
needs, interests &
motivations
Maintain harmony, balance
& collaboration

9. What is team identity?
 Team identity refers to
the extent to which its
members identify with
the team.
 The stronger a team’s
identity, the more its
members connect with
the team’s ethos.
 A compelling team
identity results in its
members readily
associating with their
team before the
organization-at-large.

10. The model

11. How to Be A
Continuously
Improving Team
Dr Tim Baker
https://www.eventbrite.com/e/401569243417
Fri, September 9, 2022
10am – 10:30am AEST

12. Amazon price:
$27
My price TODAY
ONLY: $15 +
postage
Send me an email tim@winnersatwork.com.au by COB today.