商业管理之如何组建高绩效团队leadershipteamma

MayoClinicHowtoBuild,LeadandSustainaHighPerformanceTeamMayoClinicOurGoalforthenextthreehours…•Sharewithyouawealthofvaluableinformationonleadershipandhighperformanceteams.•Thisinformationhasbeengleanedfromleadingresearch,benchmarkingstudies,executivesurveysandinterviewsatmorethan3,000toporganizations.•Yourchallengeistolookforthebigideasyoucantakeandimplementrightaway.•Takethisseriouslyandbereadytoofferopinionsoraskquestionsatanytime.•Takelotsofnotes–butIwillgiveyoualloftheslides.MayoClinicMayoClinicT+CxECF=SuccessMayoClinic74%23,000,000MayoClinic88%MayoClinicTophigh-potentialemployees…1.Credible2.Respectful3.Approachable4.HighlyProfessional5.TeamPlayerMayoClinicCredibilityCompletehonestyandtransparencyImpeccableintegrityKnowshowtodotheirjobwellAcompellingvisionforthefuturePassionandexcitementMayoClinicPowerisNOTLeadership•DoitbecauseIsaidso…•Coercive•Telling•Demanding•Belittling•Doitbecauseitistherightthingtodo…•Collaborative•Listening/Asking•Motivating•EmpoweringMayoClinicRespectfulOpentotheideasofothersTreatspeoplewithdignityTreatspeoplefairlyMayoClinicWhoownsthedecision…MayoClinic4-LevelDecisionMaking1.Youownit.2.Askforinput…youownit.3.Teamdecision…Iownit.4.Mycall…Iownit.MayoClinicCultureCountsFunFamilyFriendsFairFreedomPridePraiseMeaningMayoClinicApproachableGenuineAppreciativeIQ+EQGreatcommunicatorMayoClinicHighlyProfessionalImpressiveTalent100%EthicalHighlySelf-awareAlwaysLearning&ImprovingInsightfulandInnovativePro-activeResultsDrivenFullyAccountableMayoClinicGroundRulesforaProfessionalOrganization•Staffagreestobemanagedandcoachedtostrictlyenforcedstandardsofperformanceandqualitywork.•Teamworkismandatory,notoptional.•Excellenceincustomersatisfactionisanenforcedstandard.•Personalandprofessionalgrowthisanonnegotiableminimumstandard.•Allteammembersmustshowasincereinterestinthecustomerandasinceredesiretohelpthem.•Theprimaryfocusmustbeondeliveringqualityworkandbuildingstrongcustomerrelationships.•Demandexcellenceandrefusetotoleratemediocrity.MayoClinicTEAMPLAYERMayoClinicWhatdoesittaketobeavaluedmemberofateam?Developanddisplaycompetence.Followthroughoncommitments.Deliverrequiredresults.Ensureyouractionsareconsistentwithyourword.Standbehindtheteamanditspeople.Beenjoyabletoworkwith.Bepassionateaboutyourworkandthoseyouserve.Communicateandkeepeveryoneinformed.Helptheothermembersoftheteam.Helpmembersofotherteams.Shareideas,informationandcredit.Holdyourself100%accountable.TeamLeadersare:Rigorous…butnotruthlessMayoClinicWhyyouneedtobeanexpertatcollaborationandteamwork:•Youcannotsucceedalone.•Youneedateamofthebrightestpeopleyoucanpossiblyfindtohelpyou.•Youneedtohelptheteamworkextremelywelltogether.•Youneedtheteamtosupportyouwithenthusiasm,respectandtrust.•Butdon’ttakemywordforit…MayoClinicAnneMulcahyCEOofXeroxandthethirdmostpowerfulwomanintheworld!1.Buildanetworkofgreatrelationshipswithpeoplewhowanttoseeyousucceed.2.Youdon’thavealloftheanswers,soaskforhelpandadvicefromthesmartestpeopleyoucanfind.3.Learntobealearner.4.Listenintentlytoyouremployeesandtoyourcustomers.MayoClinicTypicalwaysthatteammembersviolatetheteamleader’sexpectations:•Missingorbeinglatetoteammeetings.•Notoutwardlydemonstratingcommitmentandsupportfortheleader’sagenda.•Notcompletingassignmentsinatimelymannersotheteamcancompleteitswork.•Notlettingtheleaderknowwhenthereareproblemsorissues.•Notsharingresourceswithotherteammembers.•Notsharingcreditwiththerestoftheteam.•Notrespondingtoe-mailsorvoicemailsinatimelymanner.MayoClinicTypicalwaysthatteamleadersviolateteammembers’expectations:•Micromanaging–notgivingautonomy.•Makingdecisionsthateffectsubordinateswithouttheirinput.•Lettingteammembersshirktheirdutieswithoutanynegativeconsequences.•Notgivingpraiseorrewardsforajobwelldone.•Notrecognizingthatthesubordinatehasalifeoutsideofworkthatoccasionallytakespriorityoverwork.MayoClinicLet’stakeacloselookatwhatsomeofthetopthoughtleadersintheworldhavetosayaboutteams…MayoClinicAVividSharedVisionAmeaningfulcommonpurposethattheteamhashelpedshape.Mostteamsarerespondingtoaninitialmandatefromoutsidetheteam.Buttobesuccessful,theteammust“own”thispurpose,developitsownspinonit,andtheymustcreatethisvisiontogetherasateam.MayoClinicClearMeasurableGoalsSpecificperformancegoalsthatflowfromthecommonpurpose.Forexample,gettingaprojectcompletedinlessthanhalfthenormaltime.Compellinggoalsinspireandchallengeateam,giveitasenseofurgency.Theyalsohavealevelingeffect,requiringmemberstofocusonthecollectiveeffortnecessaryratherthananydifferencesintitleorstatus.MayoClinicCompetence+DiversityAmixofcomplementaryskills.Successfulteamsrarelyhavealltheneededskillsattheoutset—theydevelopthemastheylearnwhatthechallengerequires.Individualgreatness…leadingtoteamexcellenceMayoClinicSolidWorkEthicAstrongcommitmenttohowtheworkgetsdone.Teamsmustagreeonwhowilldowhatjobs,howscheduleswillbeestablishedandhonored,andhowdecisionswillbemadeandmodified.Onagenuineteam,eachmemberdoesequivalentamountsofrealwork;allmembers,theleaderincluded.MayoClinicTeamTrustTrustandcommitmentcannotbecoerced.Theprocessofagreeingupon