LearnThisEfficientModelforBuildingHighPerforming Teams
TeamBuilding Nomatterwhatindustryyouworkin,productiveandefficientteamsareamustforsuccess. Yetit’snotalwayseasytocreateandmaintainawell oiledteam That’swhyIlovethe Drexler SibbetTeamPerformanceModel itprovidesasimple,step by stepframeworkfor understandingteamdevelopment
Ifyoudidn’treadmyfirstpostontheDrexler Sibbet(DS)model,starthere Thereareseven stepsintheframework;thispostcoversstepsfourthroughseven Youcanalsolearnhow theDSmodelcanbeusedasadiagnostictool,andasawaytobuildteamsfromscratch. Trustme,youdon’twanttomissit
BasicStructureoftheDSModel
Foraquickreview,herearethesevensequentialstepsoftheDSmodel:
ResolvedandUnresolvedTraitsoneithersideofthecircle.Iftheresolvedtraitsare demonstratedbytheteam,thentheteamcanmovetothenextstep Iftheunresolved traitsaredemonstrated,it’snotyettimetomovetothenextstep. Arrowsthatpointtoothersteps.Ifateamisfacingchallengesonacertainstep,the arrowswilltelltheteamwhichsteptomoveto Forexample,ifateamischallenged onstep4,theywouldgobacktostep3 However,ifateamischallengedonstep5, theywouldgobacktostep3,becausethearrowfromstep5pointstostep3
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Today,wewillbelookingspecificallyatstepsfour(commitment)toseven(renewal) This willroundoutyourunderstandingoftheDSmodelandenableyoutosuccessfullyputitinto effectforyourneworexistingteams.
Thefollowinggraphiccanbeusedforreference,toseethebasicmodelandstructureofthe DSmodel (Zoom in for details or read below)
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Purpose:AKeyDriverofOrganizational
STEP4
Commitment–Howwillwedoit?
Whengoalsareclear,yourteamisprobablyeagertoact Attentionmovestostep4andthe question,“Howwillwedoit?”.Inotherwords,howcommittedarewetoreachingthespecific goal?Therearetwothingsthatbuildsomeone’scommitment:theirroleandthedecision makingprocess.Solet’slookatthosetwoaspects:
Role
Whensomeoneiscrystalclearontheirrole,theyknowwhattodoandtheirlevelofauthority totakeaction.Yethowmanytimesdowehearteammemberssay,“Ithoughtyouweredoing that.”or“Ithoughtmyjobisjusttodothis”.Thisuncertaintycreatesconfusion,frustration andwastedtime Sogetspecificaboutwhoisdoingwhatforeachtask;ifthetaskis complex,breakitintosmallerroles
Youmayhaveconsideredrolesduringstagethreeplanning,butnowneedtocommittowhat thefunction,authority,andresponsibilitieswillbeinpractice Roledefinitionshavetobe completeenoughtocoverallthetasksthatmustbedonetoaccomplishyourteamgoals whilealsominimizingoverlapsandroleconflicts Abigpartofateamlead’sjobistohelp matchgoalstocompetencies,andhelppeoplestepintorolesthatwilldeveloptheirabilities andimproveresultsfortheteam.
Decision Making
Whomakeswhatdecisionisvitaltocreatingindividualandteamcommitment Forexample, let’ssayyouaskmetodosomeresearchfortheteam I’mexcitedandspendtime researching,writingmyrecommendationsandpreppingmybriefing.Yetduringthemeeting, youcutmeoffandsayyou’llreviewmyinformationandmakethefinaldecision,which irritatesmeandcausesmetogrumble,“I’mnotdoingthatagain.”Why?BecauseIthoughtI wasgoingtohaveasayinthedecisionmakingprocess.
Sobeclearonthedecisionmakingprocessforeachkeydecision Willitbeademocracy, withequalvotes?Aconsensus?Adictatorship?Whiletheteammembermaynotagreewith thedecisionmakingprocess,sheatleastunderstandstheprocessaheadoftime.
Tool:RACI Responsible,Accountable,ConsultedandInformed
OnetooltodothisiscalledRACI,whichstandsforResponsible,Accountable,Consultedand Informedinthebelowchart
TouseRACI,matchRACIwiththetasksbeforetheteamstartsexecutingonthetasks,asin thebelowdiagram.Thiswillhelpeveryoneclearlyknowtheirrolesupfront.
Step4representstheturnoftheDrexler Sibbetmodel Rememberthattheinitialstagesof teamperformanceinvolveagoodbitoftrial and error.Embracingthesequestionsmight requirebacktrackingtogoals,investingmoreintrustdevelopment,andrevisitinginitial purposebeforeyoucanfullyresolvecommitmentissues
HowdoyouknowwhenCommitmentchallengesareresolved?Youwillsee:
Assignedroles
Clearintegratedgoals
Sharedvision
HowdoyouknowwhentheteamisblockedatCommitment?Youwillsee:
Dependence
Resistance
Conflictsandconfusionarisewhenthereiscommitmentbutnoclearwayforward Agood tiptorememberatthisstageisthe“5W’s”:Who,what,where,when,why(andhow):
Whowilldoit?
Whatwilltheyspecificallydo?
Wherewillitbedone?
Whenwillitbedone?
Whyistheworkbeingdoneinthissequence?
Howwillweevaluatethequalityofthework?
Implementationinvolvesschedulingandsequencingworkovertime Avisibleschedule(eg achart),strategy,and/orprocessliberatestheteamtomoveintoactionconfidently So spendtimespecificallyansweringtheabovequestionbeforetheteammovestoaction
HowdoyouknowwhenImplementationchallengesareresolved?Youwillsee:
Clearprocesses
Alignment
Disciplinedexecution
HowdoyouknowwhentheteamisblockedatImplementation?Youwillsee:
Conflict
Non alignment
Misseddeadlines
HighperformanceisaWOWstate,asateammastersitsprocessesandbeginsto experiencetheabilitytochangegoals,aswellasachievethem Youcanfeelwhenit happensandobserveitseffectsasteamsachieveaflowstatewhentrustishighandpeople havemasteredtheirroles Inastateofhighperformance,boundariesandindividuallimits soften,everythingmovestogether,andeveryonerespondsasiftheyarepartofthewhole Theindicatorsofthathavinghappenedarespontaneousinteraction,synergy,andateam thatissurpassingtheirexpectationonresults WOWsymbolizeshowhighperformance teamstranscendrationalprocessesbyworkingwithallthehumanfaculties spirit,soul, mind,andbody.
HowdoyouknowwhenHighPerformancechallengesareresolved?Youwillsee:
Spontaneousinteraction
Synergy
Surpassingresults
HowdoyouknowwhentheteamisblockedatHighPerformance?Youwillsee:
Overload
Disharmony
STEP7
Renewal–Whycontinue?
Overtimetheconditionsthatinitiallysetyourteaminmotionwillchange Highperformance isdemanding Don’tbesurprisedifpeopleask,“Whycontinue?”Thiskeyquestionreminds usthatteamperformanceisanongoingprocess,andmustberenewedbyreturningtoStage 1andreassessingiftheworkisstillneeded,worthwhile,andhassomepersonalvalueand meaning
OnetooltouseinthisstepistheAfterActionReview,orAAR,whichaddressesfourkey questions:
Whatwereourintendedresults?
Whatwereouractualresults?
Whatcausedourresults?
Andwhatwillwesustainorimprove?
Ofcourse,otherquestionscanbeaskedduringanAAR Herearesamplegroundrulesforan AARmeeting:
Activeparticipation:itisimportantforeveryonetoparticipatesinceeveryone’sviews haveequalvalue
Noblame
Therearenorightorwronganswers
Beopentonewideas
Becreativeinproposingsolutionstobarriers
Use“Yes….and”ratherthan“either/or”thinking
Consensuswherepossible,clarificationwherenot
Commitmenttoidentifyingopportunitiesforimprovementandrecommending possibleimprovementapproaches
Norecordofthediscussionwillbedistributedwithouttheagreementofall participants
Quoteswillnotbeattributedtoindividualswithoutpermission
ToclosetheAARsession,summarizekeypointsidentifiedduringthediscussion The sessionshouldendonapositivenote,linkingobservationstorecommendationsforfuture improvements Lettheteamknowwhattheplansareforreportingandsharingthelessons learnedduringtheAAR
WhetherornotyoudotheAARaslistedabove,spendingtimeonrenewalputsyourteam backintouchwithpurposeandrefresheseveryone’scommitmenttokeepgoing Italso includeslearningfromwhatyouhaveaccomplished,andbuildingarepertoireofbest practicesforthenextjourneyonthisorotherteams Ifyourteam’sworkiscomplete, Renewalisthetimetowrapthingsup,freeingmemberstomoveontonewchallenges
HowdoyouknowwhenRenewalchallengesareresolved?Youwillsee:
Recognition
Changemastery
Stayingpower
HowdoyouknowwhentheteamisblockedatRenewal?Youwillsee:
Boredom
Burnout Ifyoureachstagesevenandyourteamisblocked,it’stimetoheadbacktostageone!
Thereyouhaveit theDrexler SibbetTeamPerformanceModel Don’tforgettolearnabout stepsonethroughthreeonmypreviouspost,beforegivingitaspin
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