High-Performing Teams - Navigate team challenges, boost motivation, and resolve conflicts effectively
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Great teams are the foundation of organizational success, driving productivity, creativity, and motivation. But forming and maintaining a high-performing team isn’t always easy. In this interactive workshop, we will explore how to build strong teams, foster motivation, and address dysfunctions before they escalate. You will learn practical facilitation techniques to manage conflicts, heal toxic environments, and create a culture of trust and collaboration. • Build and sustain high-performing teams through trust and collaboration. • Identify and address team dysfunctions and toxic behaviors effectively. • Facilitate conflict resolution and foster a motivating team environment.
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High-Performing Teams - Navigate team challenges, boost motivation, and resolve conflicts effectively
- 1. Zuzi Sochova sochova.com From Good to Great High-Performing Teams Join our workshops a nd le a dership progr a m:
- 3. Constellations questions We openly admit mistakes and ask for help without a fear We challenge each other’s ideas to f ind the best solution—without taking it personally Once we decide, we all commit—even if the idea wasn’t ours We hold each other accountable for our promises and team standards We prioritize team success over individual recognition or personal goals sochova.com Are we a great team? The Five Dysfunctions of a Team – Patrick Lencioni
- 5. Not all environments are healthy sochova.com ORSC - Organization and Relationship Systems Coaching
- 6. Explore the toxins sochova.com Discuss examples from your team at your organization Choose toxin that is the most interesting for your table Create a gesture/song/dance that represent it Show it to other teams - to guess which toxin it represents
- 7. Find the antidotes sochova.com Wh a t is the good intent behind this toxin? How is this toxin trying to be useful? Wh a t does it protect me from? What’s the healthy alternative?
- 9. What’s your con fl ict style? TKI - Thomas Kilmann Con fl ict Mode Instrument sochova.com
- 10. “Okay, if that’s what you all want. We can skip it this time.” The team wants to skip the retrospective to fi nish more work. The Scrum Master believes retrospective is essential but says: Accommodating (Low Assertiveness, High Cooperativeness) Recognize the con fl ict style sochova.com
- 11. “It’s not the right time. Maybe someone else will bring it up eventually.” A team member consistently interrupts others in retrospectives. The Scrum Master notices, but says nothing. Avoiding (Low Assertiveness & Low Cooperativeness) Recognize the con fl ict style sochova.com
- 12. “Let’s try 11 AM for the next sprint and revisit it during the retrospective.” Team cannot agree on a daily scrum time (mornings, vs. afternoon) The Scrum Master proposes: Compromising (Moderate Assertiveness & Cooperativeness) Recognize the con fl ict style sochova.com
- 13. “Hold a quick meeting to explore the impact, then agree to split the change.” A stakeholder wants a last-minute change. The team is concerned about quality. Collaborating (High Assertiveness, High Cooperativeness) Recognize the con fl ict style sochova.com
- 14. “We need this feature by the end of the sprint, no matter what.” Product Owner insists on including a new feature in the sprint He is completely ignoring the team’s concerns about complexity. Competing (High Assertiveness, High Cooperativeness) Recognize the con fl ict style sochova.com
- 16. Be honest—there’s no “right” answer. ☐ I push for my w a y even when others dis a gree. ☐ I prioritize results over rel a tionships in tough situ a tions. ☐ I feel frustr a ted when decisions t a ke too long or get diluted. Write down the tot a l score for section #1 sochova.com #1: Rate yourself from 1 (Rarely) to 5 (Always)
- 17. Be honest—there’s no “right” answer. ☐ I seek solutions th a t s a tisfy everyone involved. ☐ I enjoy exploring di ff erences to f ind better outcomes. ☐ I believe tension c a n le a d to innov a tion if we work through it. Write down the tot a l score for section #2 sochova.com #2: Rate yourself from 1 (Rarely) to 5 (Always)
- 18. Be honest—there’s no “right” answer. ☐ I look for middle ground to resolve issues quickly. ☐ I’m ok a y with p a rti a l wins if it helps move forw a rd. ☐ I think pr a ctic a lity m a tters more th a n being “right.” Write down the tot a l score for section #3 sochova.com #3: Rate yourself from 1 (Rarely) to 5 (Always)
- 19. Be honest—there’s no “right” answer. ☐ I del a y or sidestep uncomfort a ble convers a tions. ☐ I hope con f licts resolve themselves. ☐ I often st a y quiet even when something bothers me. Write down the tot a l score for section #4 sochova.com #4: Rate yourself from 1 (Rarely) to 5 (Always)
- 20. Be honest—there’s no “right” answer. ☐ I often give in to others to keep pe a ce. ☐ I s a y “yes” to a void con f lict, even when I dis a gree. ☐ I put others’ needs a he a d of my own in dis a greements. Write down the tot a l score for section #5 sochova.com #5: Rate yourself from 1 (Rarely) to 5 (Always)
- 21. #1 - Competing #2 - Coll a bor a ting #3 - Compromising #4 - Avoiding #5 - Accommod a ting Which mode h a s the highest score? The lowest? Does your domin a nt style ch a nge in high-stress situ a tions? Which style do you like to use more? How might your style imp a ct your te a m rel a tionships? Discus in your group sochova.com What’s your dominant con fl ict style? Use the scores from the previous slides:
- 23. #1: Start with journalling After e a ch signi f ic a nt con f lict or dis a greement, write down: Wh a t h a ppened? How did I respond? Which TKI style w a s I using? Wh a t w a s the outcome? Wh a t could I h a ve done di ff erently? sochova.com
- 24. #2: Facilitate workshop: Mapping team styles Put e a ch te a m member’s domin a nt a nd second a ry con f lict styles Where do we cluster? Where a re we missing b a l a nce? How does this a ff ect our te a m beh a vior? sochova.com
- 25. #3: Plan to challenge your habits B a sed on your domin a nt TKI style, cre a te a “che a t sheet”: When I tend to f a ll into [style]… I will try [ a ltern a tive a ppro a ch]… My person a l red f l a gs a re… My growth edge is… sochova.com
- 27. As a high-performing team we have sochova.com Statements are from the Rapid Development: Steve McConnell Mutual Trust No fe a r of politic a l g a mes or bl a me. Interdependence Among Members They need e a ch other—not just co-exist. E ff ective Communication F a st feedb a ck loops, open convers a tions, cl a rity. A Sense of Autonomy Empowered to m a ke decisions a t the right level. A Sense of Empowerment Te a m believes it c a n in fl uence outcomes. A High Level of Enjoyment People w a nt to come to work a nd do gre a t things together. A Shared Elevating Vision or Goal A unifying purpose th a t inspires, more th a n a b a cklog A Sense of Team Identity People see themselves a s a “we,” not just individu a ls a ssigned to a project. A Results-Driven Structure Focusing on outcomes, not just being busy. Competent Team Members Skills c a n be g a ined; le a rning is ongoing. A Commitment to the Team People go the extr a mile not out of pressure, but bec a use they c a re.
- 28. support high-performing teams? sochova.com What can you do to
- 29. Zuzi Sochova Join our cl a sses a nd le a dership progr a m sochova.com Connect with me sochov a .com http://linkedin.com/in/zuzk a