KB 106 Triggering High Performance in Teams

KNOWLEDGE

ISSUE NO 106 | MAY 2017 BEANS

from previous page | ATYAASAA SPEAKS : BEHAVIOURAL ANNUAL OPERATING PLAN The distilled behaviours of each client are more predictable than the number forecast through the trends. It will give you an insight into new horizons of business opportunities and the type of partnership. Define the behaviours your organization needs to show at each level. These become your behavioural anchors for the year to approach the business opportunities. Once these behaviours are established then the supportive ecosystemmust be designed for creating a strong foundation for behaviours to be demonstrated. Establish a feedback and feedforward system to keep the behaviours on track. It is important to create dashboards to ensure the deviations of behaviours are correctly measured. The role of the leadership then becomes as that of behavioural coaches.These coaches must be trained on developing and controlling behaviours correctly so as to ensure that the organization goals are achieved. Lastly reward behaviours and not results alone. We have been testing this approach for some time now and the findings are interesting. Organiza- tions do not test their behaviours, which are essentially the causation of business. Thus, they rely on the environmental forces for accomplishing success. This approach is flawed because here the environment becomes the trigger for organizations’ success and thus organization is prone to business uncertainties. In behavioural approach it is the organization that starts triggering the environmental response. Thus, the organization operates from its internal power of behaviours. 2. 3. 4. 5. 6. 7.

We have seen customers tend to develop trust based on behaviours of the organization. It is ultimately the behaviour that gets rewarded by the customer. So go ahead with Behavioural Annual Operating Plans.

FOUNDER’S ARTICLE

BUILDINGHIGHPERFORMANCETEAMS High-performance teams don't shape up in a vacuum. It needs focus and a thoughtful plan. At the outset always hire for attitude and not for skills. This ensures a strong foundation, and then rest follows quickly. The problem starts when toxic elements wreak the momentum that the team gathers at each stage of the business cycle. Always ensure that the team remains clean of toxicity by acting on contaminated elements immediately. This is essential. Now that the basics are done we can start working on the creation of high performance teams. The steps are seemingly simple but not easy. It requires a continual focus on the following elements:

Niket Karajagi is the Founder Director of Atyaasaa, which contributes to the top corporate brands globally. He is a business psychologist, a coach and an organization transformation facilitator with niche areas of expertize and contributions. Niket is an authority on creativity and innovation, emotional intelligence and statistical methodologies apart from his operations background in understanding management processes.

Do ensure that the team has at least five percent of members whose passion lies in the area of the domain that they are in. This brings ownership amongst the best and inspiration across the teams with relative ease. Fifteen percent must be members who wish to build a career in a specific area of interest. Ensure that they are correctly adapted through their“natural type”for the job that they are in. Psychometric profiling helps here. Sixty five percent of the critical majority must be the members who are strong in facts and analytical approach. They do well in critical functional support. The rest of the minority will tag along with the momentum of the team. Define a“Purpose”for the team. Goals are very material in nature; a purpose is always grand. It rallies members around a cause. Bring in ethical practices in the team. Lack of ethics is the death of conscience which leads to decline in the value system. Corrupt values will surely ruin your team. Have zero tolerance to ethical deviations. Work on developing behaviours in line with the traits. These behaviours must be the ones that suit the grand purpose of the team. Traits can be easily identified through trait tools. Determine the gaps and then invest in their capability building. Bring in a culture of feedback and feed forward. A performance culture is always better than a pure harmony culture. It is turbulent in character but surely enjoyable and challenging. Challenge keeps people together. Excess harmony promotes disharmony and breeds ethical compromises. People must also audit and correct their time stealers. The above may not be exhaustive but will help create the necessary foundation. Rest of the customization can be based on domain and job roles. It takes time to build teams. But once in place acceleration of business and shift of business orbits is easy. 1. 2. 3. 4. 5. 6. 7. 8.

Made with FlippingBook Annual report