week one replies
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weekonerepliescled845.docxPhilip Thomas
MondayJun 20 at 10:58pm
In The Performance Factor, MacMillan (2001) describes six characteristics of high performing teams “that allow them to consistently achieve exceptional levels of results.” The six characteristics are:
1. Common Purpose
2. Crystal Clear Roles
3. Accepted Leadership
4. Effective Processes
5. Solid Relationships
6. Excellent Communication
MacMillan (2001) describes a team as “a group of people committed to a common purpose who choose to cooperate in order to achieve exceptional results.” He goes further to state that there must be a specific task or set of tasks that define the team. The six characteristics of a high performing team make sense only in the context of there being a group of people (each of them specialists in their own area) who are working on clearly defined tasks to achieve a common purpose and, most importantly, are focused on and measured by their results.
Two characteristics that this student has observed as accurately demonstrated amongst successful teams are 1) common purpose and 2) accepted leadership. In many organizations, purpose is more readily defined: make product x, improve product x’s performance by y%, or improve customer satisfaction scores by one measure in the next year. The teams that are formed to fulfill the purpose are typically given their purpose versus them having to define it for themselves. The team may work on defining the details and the sub-purposes of the overarching primary purpose but this is easier than starting with a blank slate. Since teams are often formed with a predefined purpose in view, the leadership of the team is also typically determined beforehand. Positional leadership may be thus defined even as the de facto leadership of the team emerges as the team collaborates together.
Two characteristics that are hard to get right are 1) the formulation of and subsequent adherence to effective processes and 2) excellent communication. No matter how many detailed processes are put in place prior to executing a task, it is almost impossible to anticipate every variation or contingency. Processes have to be constantly refined and sometimes even redone. And even if high performing teams create their own effective processes, they are often dependent on external processes that may not be as well defined or consistent. Similar to the need for continually improving processes, communication has to always be worked on to improve the content, timing, tone, and the target audience. Missed, erroneous, late, inappropriate, or irrelevant communications have derailed the best of teams.
Reference:
MacMillan, P. (2001). The Performance Factor: Unlocking the Secrets of Teamwork , Broadman & Holman.
ThursdayJun 23 at 2:07pm
MacMillian offers the readers of The performance factor some viable information that is transitional to effective organizational success. The significance of the six characteristics of the high performing teams is the author's initial example of teamwork being exercised in the United Airlines flight 232. The unity and cooperation exhibited saved the lives of many. The dynamics of teamwork cancels out the idea that great accomplishments can be done solo. The author convincingly states that "successful 21st century organizations will do anything in their power to release the leader in everyone, at every level of the organization" (MacMillian, 2001, ch. 1, para. 55). The team philosophy is necessary for organizations to thrive in an ever-changing society. The leadership of the writer has understood and embraced the characteristic of chapter 4 "clear, common purpose". Leadership development and training is still a necessary equation for the writer's growth goals. The writer has led and taught a number of ministry leaders and servants within the confines of a ministry organization. One of the clear goals and objectives of the ministry leadership team is becoming and sustaining a Christlike character as a minister. As the leader of the ministry organization, it was the writer's responsibility to lead by example to demonstrate that the minister's character carries more value than the minister's title. The writer was fairly young teaching other ministers but the Lord shared a verse of Scripture that confirmed his desire to lead by example. "Let no man despise thy youth; but be thou an example of the believers, in word, in conversation, in charity, in spirit, in faith, in purity" (1 Tim. 4:12, KJV). The purpose was clear and common where the same objective was shared among each minister.
One of the characteristics mentioned in The performance factor that the writer struggled with as a young father was "excellent communication". There was not much of a communication gap as there was a connection gap. This gap was obvious in the organization that the writer was first steward over and that was family. The writer believes in the art of communication, but the connection with the writer's three daughters was not on the level of excellence. The writer learned in time that growth was required as the writer's daughters grew in stature and maturity. The greatest lesson of the writer is learning to connect on their level when it came to trust. As teenagers turning into young adults, it was not easy to go down that path but trusting each other was a cooperative effort between the writer and daughters. The writer has now taken that same approach into the other areas of the writer's life. Communicating with others is not the same as connecting with them. This valuable lesson was learned from 3 wonderful young ladies.
Reference
MacMillian, P. (2001) The performance factor. Unlocking the secrets of teamwork. B&H Publishing.
YouVersion, (2020) King James Version, Bible app. (Original work published 1769).
