HOW TO BUILD A HIGH PERFORMANCE TEAM Thru Meetings You Would Normally Have Anyway

HOW TO BUILD A HIGH-
PERFORMANCE TEAM
…through meetings you would normally have anyway
Lois Raats MEd CCC BCC
Founder & Principal Consultant
Ready2Grow Associates
© 2015 Ready2Grow Associates
Twitter: @ready2growlois

Lois Raats MEd CCC BCC
Founder, Ready2Grow Associates
Focused on:
• Strategic planning & support.
• Leadership & team development.
• Process improvement & innovation.
• 30 years’ business and people development across
all sectors & industries.

Learning Agenda
1. Warm-up.
2. Define and explore:
– Culture.
– Performance.
3. Making meetings
“High-Performance”.

Warm-up
Your name.
One thing you love, or one thing that drives
you crazy, about construction.
One thing you’d like to take away from this
session.

1. CULTURE:
“how we do things around here”
thought
attitude
feeling
ACTIVITY
feeling
CONVERSATION
thought
BEHAVIOUR
values BEHAVIOUR
attitude
ACTIVITY
NORMS
standards

Healthy…

…or unhealthy

Does your business / team need
a culture shift?
Business symptoms:
Low productivity, low profits,
high # of complaints, low
resolution of complaints,
high turnover.
Team Symptoms:
Low morale, low engagement, lack of trust, poor communication,
confusion, duplication, anger/sarcasm, gossip, tribal warfare -
individuals vying for same space
Personal Symptoms:
Stress, anxiety, sense of failure or incompetence, long-term: low self-
esteem © 2015 Ready2Grow Associates

Why organizations can be slow
to shift their culture.
1. Culture is invisible.
2. It’s not easily measured.
3. The forces that shape culture
are shaped by beliefs & feelings.
4. Culture change is created through conversations.
5. People may not have developed skills in
communication and influence, or know how to
increase their skills.

Challenges
in construction leadership
1. To define team culture:
• Clarify Values and Purpose: the “WHY?”
• Clarify Vision, Mission and Goals: the
“WHAT?”

Challenges, cont’d
2. To shape team culture and performance:
• via Heart: help team members connect and
trust each other.
• via Head: ensure team members have the
skills and tools they need to do the job right.
• via Soul: Create a bigger picture that they
aspire to.

CULTURE CHANGE happens…
1. from the inside out.
2. from the top down.
3. by creating a new shared
story that we live together
daily
(i.e. through “meetings”).

The Leader’s job is to…
• Figure out the main points in the story.
• Figure out who will play all the parts.
• Build the story in a way that people can relate
to.
• Share a consistent story over and over across
many situations.
• Including every meeting.

Passions
Values
Ideas
Inklings
Connections
Opportunities
Components of Our Shared Story
© 2015 Ready2Grow
Associates Twitter:
VISION – Dream
“We are committed to (Vision) …
PURPOSE Why we want this dream
…because (Values & Passions)
GOALS Dream with a Deadline
“We plan to…by…”
Supporting PROJECTS Clusters of activities
“…We’ll group these activities together & create a project”
DAILY NEXT STEPS Daily tasks and action steps
“…We’ll do these specific activities today”
MISSION Concrete Statement of Intention
“Here’s HOW we serve, as a result of our Values, Purpose, and
Vision”
STANDARDS Behaviours necessary to accomplish
Vision, Purpose, & Mission
“Here’s how we will behave a daily basis to accomplish our purpos

CORE VALUES
The enduring principles
we will never give up
that help us decide what
to do on a daily basis.

Core Value Tests:
We would hold this value even if:
• We started another company
• It is 100 years from now
• It becomes a competitive disadvantage
• We are not rewarded for holding it
Also:
• It’s such an important part of our identity,
that people who don’t hold this value
really couldn’t work for us.

CORE PURPOSE
• The underlying reason why we do
what we do each day
• Reminds us what we are committed to
• Answers the question “Why?”
(To figure out Purpose, state what you do, then keep asking
“Why?”until you can’t answer any more)

e.g. Why?
“To build into people and communities…”
• To help people build better lives.
• To help people know they are supported.
• To create a better life for everyone.

MISSION
• Our WHAT and HOW
• WHAT we do, and HOW we do it differently
from others.
MISSION

Client Example
NOT:
e.g. We design and build comprehensive renovation solutions.
One stop shop.
We listen. We’re honest. We get it right.
Great job, great price, great service.
Instead…
We design and build to our clients.

STANDARDS
Standards flow out of Values, Purpose, Mission and
Vision…
…and shape our attitudes and behaviours.
e.g. Core Value: INTEGRITY
- We take responsibility.
- We do what we say we are going to do.
- We do our best work at all times.
- We always seek the best for our customer.

GUIDING PRINCIPLES
• Short taglines that encapsulate Standards and help
people know “how we do things around here” on a
daily basis.
• “Find a way.”
• “People first.”
• “No excuses.”
• “Good judgment”.
• “Be honest.”
• “Golden Rule.”

How Do Values, Purpose, Mission,
Vision, and Standards Get
Communicated?
• NOT just an annual town hall meeting.
• Rather…
• ALL meetings.
• Leader attitudes, words, and behaviours.
• Company brand.
• Recruitment, selection, and hiring.
• Policies and procedures.
• Employee handbooks and onboarding.
• Leadership and team training.

Meetings Transmit Culture.
• What kind of culture do you have now?
• What kind of culture do you want to create?
• Small shifts in the way you do meetings can profoundly
affect your organizational culture over time.

2. Performance
per·for·mance
pərˈfôrməns/
Noun
1. an act of staging or presenting a play, concert, or other form of entertainment.
• "Don Giovanni had its first performance in 1787"
synonyms:
show, production, showing, presentation, staging;
2. the action or process of carrying out or accomplishing an action, task, or
function.
• "the continual performance of a single task reduces a man to the level of a machine"
synonyms:
carrying
out, execution, discharge, accomplishment, completion,fulfillment, dispatch, implementation;
"the continual performance of a single task"

In the 1990s the Gallup organization researched employee
engagement, asking:
• What do people need from their workplaces?
• How do the world’s great managers find, focus, and keep
talented employees?
• What are the core issues that distinguish a great workplace from
all the rest?
Source: Marcus Buckingham, First Break All the Rules

Gallup’s 12 Questions
• Gallup created a 12-question survey that has now been administered
to more than 25 million employees in 189 countries.
• Respondents answer “true” or “false” to a dozen statements.
• Gallup’s 12 questions were originally selected from hundreds of
questions in hundreds of surveys that were found to measure the
aspects of employee engagement that directly impact business
outcomes.
• According to many experts, these 12 questions constitute “the best
predictors of employee and workgroup performance.”

Three parallel processes
build high-performing teams
HEART processes
(emotional energy & engagement)
HEAD processes
(clear thinking and problem-solving)
SOUL processes
(contributing to, and being transformed by, a bigger picture)
These elements should incorporated into every meeting.
© 2015 Ready2Grow Associates Twitter: @ready2growlois

HEART
Intrinsic human need:
“I care about you, and you care about me.”
Dimensions:
Basic Trust
Respect
Mirroring
Affirmation
Belonging

HEART questions:
• Does my supervisor, or someone at work, seem to care
about me as a person?
• At work, do my opinions seem to count?
• In the last seven days, have I received
recognition or praise for doing good work?
• Do I have a good friend at work?

HEAD
Intrinsic Human Need:
“I’m fully equipped to do my job right.”
Dimensions:
Clarity
Competence
Control
Managing Boundaries / Expectations

HEAD questions:
• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to
do my work right?
• At work, do I have the opportunity to do what I do
best every day?
• Are my co-workers committed to doing quality
work?

SOUL
Intrinsic Needs :
“What I’m doing here matters.”
“I am part of a bigger picture.”
“I am accountable to someone who cares.”
“When I do well, there will be some kind of reward.”
Dimensions:
Transformation
Expansion of options
Growth and development
Next level: bigger, better, stronger, faster.

SOUL questions:
• Does the mission/purpose of my company make me feel
my job is important?
• Is there someone at work who encourages my
development?
• In the last six months, has someone at work talked to me
about my progress?
• This last year, have I had opportunities at work to learn and
grow?

[practical tips]
for building a high-
performance culture
through meetings
you’d normally have anyway.

HEART tips
• Connect personally.
• A meeting warm-up question or exercise generates
energy and emotional connection and helps team members
“transfer in”.
• Ask for updates from everyone. People will connect with
each other as they’re telling stories. Never consider this a
waste of time. Goodwill creates trust and energy, and
energy generates profits.

HEART tips cont’d
• Focus on the positive: notice and offer feedback on things
they’ve done well, obstacles overcome, difficult people
dealt with well, cool stories etc.
• Avoid finger-pointing. Stick with team problem-solving.
• Set boundaries using humour, not anger or sarcasm.

HEART tipscont’d
Train yourself to pay attention to both content and process in
every interaction.
CONTENT = the job and tasks we have to do.
PROCESS = “everything else”.
• How we feel about it.
• Whether we’re motivated to do it.
• Body language, non-verbal meanings, tones of voice,
gestures.
• Political realities.
• Learn how to state things directly rather than beat around the
bush about process issues.

HEAD tips:
• Increase team members’ sense of agency and control.
Use a templated meeting format so people know what to
expect and can plan ahead.
• Build and record the agenda together, either online
ahead of time, or in the meeting.
• Typical agenda might include: 1. Updates / stories. 2.
Review upcoming projects, review equipment. 3. Assign
tasks and accountabilities. 4. Review failures & mistakes,
trouble-shoot. 5. Develop new protocols.

HEAD tips cont’d
• Review tools and equipment needs.
• Review protocols, policies, procedures.
• Create and review back-up plans for change-orders.
• Manage meetings. Don’t let any one person dominate.
• Avoid getting taken off track. Add an item to the agenda
and come back to it later, or discuss at next meeting - rather
than go “down a rabbit hole”.

SOUL tips:
• At every meeting, discuss some aspect of your company’s
Values, Purpose, Mission, or Vision.
• Share stories yourself, and request stories from them, that
demonstrate this aspect of the company.
• Create space for team members’ input by asking questions
and getting their input. Avoid jumping in with answers.
• Look to highlight individual contributions.

SOUL tips, cont’d
• Turn problem situations back to the team and
ask them what needs to happen different,
more, better, or less to improve results to create
buy-in and investment in outcomes.
• Get the team involved in some kind of mission outside
company interests, where making money is not the goal.
Include activities and reports as part
of your regular agenda.

Thank You!
www.ready2grow.com
lois@ready2grow.com
I look forward to connecting
with you on LinkedIn and
Twitter @ready2growlois.

HOW TO BUILD A HIGH PERFORMANCE TEAM Thru Meetings You Would Normally Have Anyway

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