Andy Stanley – Senior Pastor, North Point Ministries
Team requires something beyond a paycheck or an office
position. Team requires Synergy.
Synergy – when a combination of elements produces an effect
greater than the sum of individual elements.
If you don’t know why
something is working, you can’t fix it when it breaks!!
To Create A High-Performance Team
1)
Select performance-oriented people and position
them for maximum impact.
High performance
teams are action oriented people with clarity.
Seminaries attract
thinkers, NOT doers.
a.
Recruit DOERS not THINKERS.
b.
Its much easier to educate a doer than it is to
activate a thinker.
“If you have the right people on
the bus, the problem of how to motivate and manage people largely goes
away. The right people don’t need to be
tightly managed or fired up.” – jim Collins
RENT thinkers -à Hire Doers!
c.
Position Individuals for maximum impact
i. Put people where they can make their
greatest contribution
ii. Connect
the Dots
2)
Clarify the “what” and the “why”
a.
Performance-oriented people like to win
b.
Team dissolves when the problems are all solved.
c.
Organize the what
i. Create
an organization where the lion’s share of
time and resources is allocated to the ‘what’
ii. Don’t
force people to work around the organization
1.
What is the problem your team ahs come together
to solve?
2.
What is the task your team has come together to
accomplish?
3.
What is the opportunity your team has come
together to leverage?
4.
What is the what around which everything should
be organized?
d.
Create terminology around ‘why’
i. Why
is where the team finds its inspiration.
ii. Why
addresses the issue of ‘whats at stake’
3)
Orchestrate and evaluate EVERYTHING
a.
Orchestrate: “This is how we do it here….until
further notice”
i. Orchestration
brings consistency and predictability to all your processes and environments
ii. This
will actually make your organization feel more, NOT LESS personal
iii. You
already do this in some areas.
b.
Evaluate
EVERYTHING
i. Evaluate
formally and systematically
1.
With the people involved.
2.
As often as the event occurs
ii. Create
a feedback loop that keeps you close to critical events
1.
Growth distances leader from the events that
matter most
2.
Numbers don’t tell the entire story
3.
Information is often filtered as it makes it
way up the org chart
CONCLUSIONS:
1)
Select performance oriented people
2)
Clarify the what and the why
3)
Orchestrate and evaluate everything!
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