How to Build, Lead and Sustain a High Performance Team

What does this mean to me? How can I use this idea? What can I do right away? Do not look for what won’t work… look for what could work, what might work, what you can make work.

Who is your “customer”

74% 23,000,000

88%

Skills Cheerleader Director Teacher Coach HIGH LOW LOW HIGH Motivation Situational Leadership

Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…

10 – 15 %

TEAM PLAYER

What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless

Let’s take a close look at what some of the top thought leaders in the world have to say about teams…

Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern

Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework

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