Mayo Clinic
How to Build, Lead and Sustain
a High Performance Team
Mayo Clinic
Our Goal for the next three hours…
• Share with you a wealth of valuable information on
leadership and high performance teams.
• This information has been gleaned from leading
research, benchmarking studies, executive surveys
and interviews at more than 3,000 top organizations.
• Your challenge is to look for the big ideas you can
take and implement right away.
• Take this seriously and be ready to offer opinions or
ask questions at any time.
• Take lots of notes – but I will give you all of the
slides.
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T + C x ECF = Success
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74%
23,000,000
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88%
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Top high-potential employees…
1. Credible
2. Respectful
3. Approachable
4. Highly Professional
5. Team Player
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Credibility
Complete honesty and transparency
Impeccable integrity
Knows how to do their job well
A compelling vision for the future
Passion and excitement
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Power is NOT Leadership
• Do it because I said
so…
• Coercive
• Telling
• Demanding
• Belittling
• Do it because it is the
right thing to do…
• Collaborative
• Listening / Asking
• Motivating
• Empowering
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Respectful
Open to the ideas of others
Treats people with dignity
Treats people fairly
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Who owns the
decision…
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4-Level Decision Making
1. You own it.
2. Ask for input… you own it.
3. Team decision… I own it.
4. My call… I own it.
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Culture Counts Fun
Family
Friends
Fair
Freedom
Pride
Praise
Meaning
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Approachable
Genuine
Appreciative
IQ + EQ
Great communicator
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Highly Professional
Impressive Talent
100% Ethical
Highly Self-aware
Always Learning & Improving
Insightful and Innovative
Pro-active
Results Driven
Fully Accountable
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Ground Rules for a Professional Organization
• Staff agrees to be managed and coached to strictly
enforced standards of performance and quality work.
• Teamwork is mandatory, not optional.
• Excellence in customer satisfaction is an enforced
standard.
• Personal and professional growth is a nonnegotiable
minimum standard.
• All team members must show a sincere interest in the
customer and a sincere desire to help them.
• The primary focus must be on delivering quality work
and building strong customer relationships.
• Demand excellence and refuse to tolerate mediocrity.
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TEAM
PLAYER
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What does it take to be a valued member of a team?
Develop and display competence.
Follow through on commitments.
Deliver required results.
Ensure your actions are consistent with your word.
Stand behind the team and its people.
Be enjoyable to work with.
Be passionate about your work and those you serve.
Communicate and keep everyone informed.
Help the other members of the team.
Help members of other teams.
Share ideas, information and credit.
Hold yourself 100% accountable.
Team Leaders are:
Rigorous… but not ruthless
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Why you need to be an expert at
collaboration and teamwork:
• You cannot succeed alone.
• You need a team of the brightest people you
can possibly find to help you.
• You need to help the team work extremely well
together.
• You need the team to support you with
enthusiasm, respect and trust.
• But don’t take my word for it…
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Anne Mulcahy
CEO of Xerox and the third most
powerful woman in the world!
1. Build a network of great
relationships with people who want
to see you succeed.
2. You don’t have all of the answers,
so ask for help and advice from the
smartest people you can find.
3. Learn to be a learner.
4. Listen intently to your employees
and to your customers.
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Typical ways that team members violate the team
leader’s expectations:
• Missing or being late to team meetings.
• Not outwardly demonstrating commitment and support for
the leader’s agenda.
• Not completing assignments in a timely manner so the team
can complete its work.
• Not letting the leader know when there are problems or
issues.
• Not sharing resources with other team members.
• Not sharing credit with the rest of the team.
• Not responding to e-mails or voice mails in a timely manner.
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Typical ways that team leaders violate
team members’ expectations:
• Micromanaging – not giving autonomy.
• Making decisions that effect subordinates without
their input.
• Letting team members shirk their duties without any
negative consequences.
• Not giving praise or rewards for a job well done.
• Not recognizing that the subordinate has a life
outside of work that occasionally takes priority over
work.
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Let’s take a close look at
what some of the top
thought leaders in the world
have to say about teams…
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A Vivid Shared Vision
A meaningful common purpose that the
team has helped shape. Most teams are
responding to an initial mandate from
outside the team. But to be successful, the
team must “own” this purpose, develop its
own spin on it, and they must create
this vision together as a team.
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Clear Measurable Goals
Specific performance goals that flow from
the common purpose. For example, getting
a project completed in less than half
the normal time. Compelling goals inspire
and challenge a team, give it a sense of
urgency. They also have a leveling effect,
requiring members to focus on the collective
effort necessary rather than any differences
in title or status.
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Competence + Diversity
A mix of complementary skills. Successful
teams rarely have all the needed skills
at the outset —they develop them as
they learn what the challenge requires.
Individual greatness…leading to team excellence
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Solid Work Ethic
A strong commitment to how the work
gets done. Teams must agree on who will
do what jobs, how schedules will be
established and honored, and how decisions
will be made and modified. On a genuine
team, each member does equivalent amounts
of real work; all members, the leader included.
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Team Trust
Trust and commitment cannot be
coerced. The process of agreeing upon
appropriate goals serves as the
crucible in which members forge their
accountability to each other… not just
to the leader or manager.
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John Spence Team Model
• D
• M
• C
• C
• M
• D
irection – vivid, clear, inspiring --- shared
easurements – specific, observable, focused
ompetence – very good at what they do
ommunication – open, honest, courageous
utual Accountability – all team members
iscipline – do this every day
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11 Key Team Competencies:
1. Setting clear, specific and measurable goals.
2. Making assignments extremely clear and ensuring required
competence.
3. Using effective decision making processes within the team.
4. Establishing accountability for high performance across the
entire team.
5. Running effective team meetings.
6. Building strong levels of trust.
7. Establishing open, honest and frank communications.
8. Managing conflict effectively.
9. Creating mutual respect and collaboration.
10. Encouraging risk-taking and innovation.
11. Engaging in ongoing team building activities.
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• Lack of TRUST
• Lack of candor
• Lack of commitment
• Lack of accountability
• Lack of results
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Competence
RespectDistrust
Affection TRUST
HIGH
LOW
LOW HIGH
Concern
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The mantra of excellent
team leaders:
I am good at what I do…
and I do it because I care about you!
(High IQ + High EQ)
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Demonstrate Personal Character
(habits, integrity, trust, honesty, credibility)
SET DIRECTION
(Vision – Goals - Future)
Mobilize Commitment
(engage others, share power)
Enhance Capability
(build teams, manage change)
What do successful leaders do…
Leadership Attribute Framework
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Study of most important leadership skills
7,000+ managers from 1,600 large organizations
• Must have superb communication skills.
• Lead by example to demonstrate character and
competence.
• Establish and maintain clear and meaningful vision.
• Provide motivation to create ownership and
accountability for results.
• Clarify performance expectations.
• Foster teamwork and collaboration.
• Develop clear performance goals and metrics.
From: Getting Results by Longenecker and Simoneti
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Ideal Team Leader Model
1. Vision = shared direction, clear & measurable goals, a plan.
2. Learning Environment = coaching, mentoring, networking
3. Urgency + Balance
4. Praise & Respect = timely, genuine, sincere, public
5. Communication = honesty, trust, values, ethics, integrity
6. Passion = enthusiasm, inspiration, energy
Lead by Example
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Lead by Example
Competence + Professionalism
Vision + Consistency
Core values + Honesty = Integrity
2-way Communication + Respect
Creativity / Innovation / Empowerment
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Honesty
Competence
Opportunity
Appreciation
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THANK YOU!
