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Star Performing Teams
 Introduction
The evidence suggests that teams typically outperform individuals when
the tasks being done require multiple skills, judgement, and experience. As organisations have restructured themselves
to compete more effectively and efficiently, they have turned to teams
as a way to better utilise people's talents. Organisations have found
that teams have the potential to be more flexible and responsive to changing
events than are other forms of permanent structures. Teams have the capability
to quickly assemble, deploy, focus, disband and perform at a level which
is greater than the sum of a group of individuals. They can also be a
source of employee involvement and motivation.
A Model for Effective Teamwork
 Note, however, that the emphasis is on a team's 'potential'. There is
nothing inherently magical about a team that automatically leads to high
or 'star' performance. However, research and conventional wisdom have
pointed to certain characteristics and behaviours which can unlock that
team potential.
Figure
1: The Star Performing Team Model
Uncovering this model of team effectiveness led to the development
of the Star Performing Team profile system. The questionnaire/s and profile's
main function is to enhance a team's ability and energy by providing multi-rater
feedback (the team members themselves and their key stakeholders) on the
ten factors of effective teamwork comprising the Star Team Model. The
basic factor concepts are defined and explained (short sharp bullet point
components) and supported by selected literature and research articles.
If you are keen to do some further reading then they offer extra insight.
Aligned  |
The team is aligned internally and with other key stakeholder groups
in the pursuit of clear goals and values:
- Future Vision
- 'Walk the talk'
- Common mind-set
- Combined focussed energy to help each other win
- Jointly work on goals
- In tune with important stakeholders
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Concept Clarification
Alignment for a team is all about having a common mind-set concerning
it's future vision and the way it intends to conduct itself (values) in
the achievement of it's goals. When all team members are 'facing the same
way' there is a far greater probability of success since team energy is
combined in an efficient way towards common goals and outcomes. Team members
help each other win. However, 'Star' teams go one step further. They are
not only internally aligned, but also remain in sync with their key stakeholders
and their operating environment.
TOP 
REFERENCES
> "Alignment: Using the Balanced Scorecard to Create Corporate Synergies". Robert S. Kaplan, David P. Norton (2006). Published by Harvard Business School Publishing Corporation.
> "The Workplace Wizard" - Ch.1 Window on Work Values, Dick McCann, Published by Gwent holdings (2002)
> "From Strategic Planning to Strategic Thinking." - James Morrison, (2003) - Orginally Published in Horizon (1994) 2 (3)
> "Principle Centred Leadership." - Stephen R. Covey (1999). Published by Simon & Schuster Ltd.
> "Applied Strategic Planning" - Ch 7, Nolan, Goodstein and Pfeiffer (1991)
> "The Fifth Discipline: The Art and Practice of the Learning Organisation." - Peter M. Senge, (2006). Published by Currency.
Key Ideas for you to Review Your Approach
- A good strategic planning process leads to the establishment of an
organisation's goals and to the development of its strategic plan. It
includes determining the scope, structure, scorecard and image the team
would wish to create for itself, say, 3yrs out. Then it needs an integrative
Mission with key Strategic Thrusts, initiatives, projects and actions
to aid its "Vision" realisation. This process can involve 4 days in
conference annually with several follow-up project monitoring sessions.
- Establish team values. This together with charting team direction,
is one of the first broad areas for considering the alignment of a team.
Implicit rules, agreed behaviours and principles define what attitudes
and outputs characterise a 'good' team member and distinguish a 'good'
team decision from a 'bad' one.
- A rigorous and robust approach to developing a Team Charter of values
is to organise a facilitated 1-2 Day workshop. Dick McCann has created an exciting tool
and process for delivering:
A Window on Organisational Values; Assessment of Team Member Value Types;
and, a Team Charter. Using this process alone or in tandem with the
Team Management Profile can provide a way of minimising values conflicts
in teams and maximising Alignment.
- One simple but useful technique for improving inter-group relations
is called 'role negotiation'. Each team produces a written answer under
four headings:
1. What things we would like you to do
more of or do better.
2. What things we would like you to do
less or stop doing.
3. What things we would like you to begin
to do that you do not do now.
4. What things you presently do which
we would like you to continue.
The teams share these lists and begin to discuss how their co-operation
can be improved.
 The next "In-Touch" communication will expand on how to translate Strategy
into work activity that individuals then spend quality time implementing.
Beyond that I intend to update the reader on the 'Leadership' Star Point.
Some interesting new data is at hand about Female vs Male leaders, Public
vs Private Sector, and across different management functions.
Would you like
to become accredited to use the TMS profiles?
Would you like
to investigate having TMS profiles facilitated for you and your team?
Would you like
to learn more abour leadership?
TOP
Peter Robinson
Chief Executive Officer
Team Management Services Ltd.
P.O. Box 21-194, Henderson, Waitakere 0650, New Zealand
Tel: 64-9-836-5317 Fax 64-9-836-5318
email: peter@tms.co.nz
Website: www.tms.co.nz
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