Building a High-Performance Team

Building a High-Performance Team: Proven techniques for effective team working

SARAH COOK
Series: Soft Skills
Copyright Date: 2009
Published by: IT Governance Publishing
Pages: 124
https://www.jstor.org/stable/j.ctt5hh47q
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  • Book Info
    Building a High-Performance Team
    Book Description:

    Building a High-Performance Team is intended to provide IT managers with informative and practical advice and tips on how to create a high-performance team. IT managers’ work cannot be achieved without collaboration and teamwork. Whether leading a team, or working as a team member or part of a cross-functional team, the successful implementation of IT projects, depends on effective team working.This book will help you to create a strong team. It is designed to assist you in understanding the characteristics of a high-performance team, to help you assess where your team stacks up and to develop a plan of action for realising team potential.

    eISBN: 978-1-905356-81-2
    Subjects: Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. 2-4)
  2. FOREWORD
    (pp. 5-5)
    Angela Wilde

    IT is often seen as a ‘hard-skill’ profession where there is no place for soft skills. Yet the importance of soft skills for the IT professional should not be underrated; they underlie all behaviours and interactions. Both IT and non-IT professionals need to work together and learn from each other for effective business performance. All professionals, be they in IT or elsewhere, need to understand how their actions and reactions impact on their behaviour and working relationships.

    This series of books aims to provide practical guidance on a range of soft-skills areas for those in IT and also for others,...

  3. PREFACE
    (pp. 6-6)
    Sarah Cook
  4. ABOUT THE AUTHOR
    (pp. 7-7)
  5. ACKNOWLEDGEMENTS
    (pp. 8-8)
  6. Table of Contents
    (pp. 9-9)
  7. INTRODUCTION
    (pp. 10-11)

    Isabelle had worked in the IT department of a large global organisation for the past three years. She led a small team of five programmers who had also been in the organisation for about the same time as her. In the business the team had a good reputation for delivery. They were a tight-knit bunch and got on well.

    Isabelle and her team were therefore initially very dismayed to learn about the global restructuring of the IT department. This involved breaking up existing teams and reforming them on a multidisciplinary basis. Isabelle found herself heading a completely new team, spread...

  8. CHAPTER 1: CHARACTERISTICS OF A HIGH-PERFORMANCE TEAM
    (pp. 12-26)

    I am sure that everyone in IT would like to be part of a high-performance team. This chapter outlines for you:

    The characteristics of teams that succeed.

    The benefits of teamwork.

    The role of the team leader.

    It also provides you with a diagnostic tool to rate your current team performance.

    IT professionals are often viewed as working in isolation. People who are not in the profession can view them as seeming to prefer the company of themselves and their computers and other electronic devices to that of their colleagues. Yet much of life and work involves various forms of...

  9. CHAPTER 2: THE STAGES OF TEAM DEVELOPMENT
    (pp. 27-36)

    In this chapter I outline:

    The stages that teams go through in terms of their development.

    The steps you can take to move your team towards high performance.

    Put yourself in Isabelle’s place. Isabelle was the IT manager that we mentioned at the beginning of this book. Having worked for the same company for some time, Isabelle found herself, as a result of a restructuring of the IT department, heading a completely new team, spread across three geographical locations. Her team included two homeworkers. In addition, because the nature of Isabelle’s team had changed, she was working with a wider...

  10. CHAPTER 3: ROLES PEOPLE PLAY IN A TEAM
    (pp. 37-48)

    Part of your ability to create a high-performance team will be to understand better the roles that people take in a team. In this chapter I describe:

    The different behaviours which characterise the various roles that people take in a team.

    How you can better understand the roles and work with them to create an effective IT team.

    Imagine you are a fly on the wall in a project meeting looking in at a high-performance team in an IT environment. What you will probably find is that it is easy to see what the team is doing, what they are...

  11. CHAPTER 4: CREATING A TEAM VISION AND A SET OF VALUES
    (pp. 49-56)

    One of the elements that binds a team together is having a clear vision and set of values. In this chapter I outline:

    Why vision and values are helpful for teams particularly in times of change.

    A process for creating your team vision.

    How to identify your team values.

    When researchers look at successful teams there is one thing they frequently find they have in common: a compelling vision of the future and a set of values that underpins this. If you develop a clearly spelt-out vision and set of values it will help your team run more successfully.

    All...

  12. CHAPTER 5: EFFECTIVE TEAM MEETINGS
    (pp. 57-72)

    In this chapter I outline:

    How to prepare for an effective team meeting.

    Defining the purpose of a team meeting.

    Establishing the agenda.

    Tips on chairing the meeting.

    Encouraging participation at team meetings.

    Making robust decisions.

    Evaluating your current team meetings.

    Do your team meetings seem dull and tiring? Are you making the most of the time that is allocated to them? Do you hold team meetings at all?

    Many times I have come across managers of IT departments who have poor meeting habits with their teams. Either they hold very few team meetings and rely on e-mail and phone...

  13. CHAPTER 6: DEALING WITH CONFLICT IN A TEAM
    (pp. 73-99)

    In this chapter I provide you with an overview of techniques that you can use to effectively manage conflict in a team. I address this from three angles:

    How to deal with conflict between the team leader and a team member.

    How to deal with conflict between two team members or a team member and someone outside the team.

    How to deal with conflict about the future direction of the team.

    Many people shy away from conflict or disagreement in a team. Disagreement can create bad feelings and a poor atmosphere in the team. On the other hand, disagreement can...

  14. CHAPTER 7: CROSS-FUNCTIONAL TEAM WORKING
    (pp. 100-119)

    Increasingly, IT professionals need to work in cross-functional teams. In this chapter I outline:

    The importance of cross-functional team working.

    Why it is important to be aware of political influences in cross-functional teams.

    How to produce a stakeholder map.

    Diagnostic tools that you can use to make improvements in the way a cross-functional team is working.

    The importance of reviewing team performance.

    Increasingly in business today, individuals need to work in a wide range of functions. This is true of the IT department, who often provide a service to other parts of the organisation. The ‘business partner’ approach which many...

  15. BIBLIOGRAPHY
    (pp. 120-120)
  16. GLOSSARY
    (pp. 121-122)
  17. ITG RESOURCES
    (pp. 123-124)