Building High Performance Teams


The buzz word of the 90s has been "teams." However, not every group of people assigned to a task functions as a "team," and not every project really needs a team. High performance teams are often called "self-directed teams."

Even though creating teams is a common practice and "everybody is talking about teams," there are some important questions that continue to plague those whose job it is to implement teams in the organization:

How much autonomy do these teams need? How do "groups" become "teams?" How do we get people who don't know each other to gel as a team quickly? How do we avoid the floundering and lost productivity that goes on in so many so called "team efforts?" When are teams not useful? What is the difference between teams and committees? There are so many questions that managers have about teams...one of the most common being: "If my group is now a 'team,' where do I fit? What is my role as a manager?" Another is "How do I reward my team and my star players? How do I evaluate performance?"

Here are some topics and themes that others have requested in their goal of achieving high performance teams:

To Team or not to Team....that is the Question
Evaluating what is Rewarded: A Performance Appraisal Process
Coaching: A Critical Skill for the Today's Teams
Creating a Model for Excellence
Four Keys to Building Effective Teams
Getting Employees Ready for TQM
Quality is from the Heart
Conflict Resolution
Getting to Solutions: Problem Solving and Creativity
Do You Know Who is Rowing the Boat? A Team Building Program Project Management
Designing and Facilitating Focus Groups
Filters: A Tool for Understanding Differences
We are all Related: A Framework for Understanding Differences
Everything is Interconnected: Empowerment frees up Management
Working Together across Cultures
Understanding and Valuing Differences
From Conflict to Cooperation


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