1. How and Why To Build High-Performing Teams High-performing teams start with high-performing individuals Endeavor Management 2700PostOakBlvd. P+713.877.8130 Suite1400 F+713.877.1823 Houston,Texas77056 www.endeavormgmt.com

2. How and Why to Build High-Performing Teams 2014EndeavorManagement.AllRightsReserved. Page2 High-performing teams start with high-performing individuals Inanybusiness,peoplemakethedifference.Andpeoplemakethedifferencewhentheyoperateas ateam,butonlyiftheyoperateasahigh-performingteam.Oneofthemostelusiveoutcomesis thatofcreatingahigh-performingteam.Whyisthisso?Asithasbeensaidmanytimes,ifitwas easyeveryleaderwoulddoit. Thehigh-performingteamstartswithhigh-performingindividuals,whohaveacertainawarenessof themselvesandthevaluethatotherscanbring.High-performingteamshavemanyinteresting characteristicsandareclearonwhattheyaretryingtoaccomplish,howtheyaregoingtoachieve theirgoals,andwhytheywanttoachievetheirgoals. Soforleaders,thekeyistostartwiththeframe;createandfosterindividualworkstyle,awareness andmotivation;andhelptheteamdefinethecharacteristicsandbehaviorsthattrulymakefora high-performingteam,whichachievesitsgoalsdespiteorganizationalbarriersandresistance.For oursake,letsdefineahigh-performingteamasresearchhasdefinedit. Ahigh-performingteamisdefinedasateamthat: Identifieswiththeorganizationsbeliefsandvaluesastowhythecompanyexists Understandsanddemonstratesasystemsapproachindefiningperformancetosupport strategy Understandsanddemonstrateshowtobuilddeepandmulti-leveltrust Isculturallyaware,adaptiveandflexibleinleveragingconstructiveconflict Hasindividualswhoarepassionatelycommittedtotheteamanditsobjectives Holdsselfandeachmemberaccountablefortheiractionsanddeliverables Focusesontherightmetricsandobjectivestocreatethesuccessfuloutcometheteam seeks Ahigh-performingteamrequiresthreeareasofclaritytobegintheirjourney: 1. Clarityontheteamtask,resources,andgoalsoftheteam 2. Clarityoftheteamprocessorhowtheteamwillworktogether 3. Clarityaroundtheteamdynamicsorhowtheteamwillacttowardoneanother Wetypicallyrefertothisefforttocreateclarityasframingorcharteringtheteam.Theideaisfor eachteammembertobeinitiallyalignedonwhatsuccesslookslike,whatresourcesareavailable totheteamtocreatesuccess,andwhatspecificgoalstheteammustreach(bothalongtheway andintheend)toachievesuccess. 3. How and Why to Build High-Performing Teams 2014EndeavorManagement.AllRightsReserved. Page3 Manyteams,havingfailedtoreachtheirgoals,lookbacktofindthatdifferentteammemberswere workingonverydifferentviewsofwhatsuccesslookedlike,causingworkflowsthatwereeitherat crosspurposesorthatdidntflowtogetherverywell.Further,manyafter-actionreviewsidentified misalignment:teammembersweremakingdifferentassumptionsabouttheresourcesand/or constraintsthatwereavailableorplacedontheteam.Finally,manyteamsfindthattheirfailures wereattributabletodifferentworkstyles,differentpersonalities,and/ordifferentassumptions abouthowtheteammemberswillacttowardoneanother. Inourexperience,thislastarea,aroundhowpeopletreatoneother,communicate,intendtoand delivervalue,isoneofthemostdifficultforleaders.Allteamsstartwithindividuals,whohavetheir ownworkmotivations,careerdesires,communicationpatterns,culturalpatterns,andleadership andinfluencestyles.Whatmusthappeninanyhigh-performing,team-buildingprocessisaneffort tohelptheindividualteammembersbecomemoreawareoftheirmotivationsandstyles,andtheir impactonothersintheteam.Thekeytothisprocessistobringintofocushowhigh-performing teamslearntousethestrengthsofeachindividualteammember,whilehonoringthedifferencesin howteammemberswork.Thisunderstandingofindividualsisthebasisforinitiatingandbuilding deepertrustbetweenindividualsintheteam. Generally,industriesarenotteachingitsleadershowtoeducateteamsonthedifferencesinwork stylesandnotcreatingthetrustnecessarytobuildhigh-performingteams.Arecentstudywas donetohelpfurtherdefinetheproblem.Over1,000leaderswereaskediftheyweretrustworthy, (aretheyhonest,dotheytellthetruth,didtheyhavethebestinterestofthecompanyatheart, etc.).Over95%oftherespondentssaid,Yes.However,whenthosesameleaderswereaskedif theyweregoodatbuildingtrustinteamsorintheorganization,only40%oftherespondentssaid, Yes. Whatgoeswrong?Whycantwebuildtrustandthushigh-performingteams?Firstandforemost, ourleadersdontalwayshavethetoolsorunderstandingofhumanmotivationandworkstyles,to pre-empttheinevitableconflictthathigh-performingindividualscreatewhentheycometogether asateam.Thesetoolsandprocessesrevolvearoundhelpinghigh-performingindividuals understandandlearntoutilizewhatothersarebestatinateamsetting.Whilewemaybeable tousetheindividualskillsothersbring,wherewefalldownisinlearningtoutilizeothers communication,cultural,andworkstylesforthebenefitoftheteam.Infact,itisoftenthose differencesthatcauseteamsofhigh-performingtosplitapart,bymakingassumptionsaboutwhy someonecommunicatesaparticularway,orfailstorespondinawaythatIwould. Whiletherearemanytools,weoftenfindthatassessmentsofindividualworkstyles(Birkman Method,Myers-Briggs,StrengthsFinder,DISC,etc.)andteamworkshopsdesignedtocreatean understandingofdifferentworkstylesandmotivations,canhelpteamsstartthejourneyto becominghigh-performingandbuildingthetrustbetweenteammembers.Understandingand trustarerequiredtoachievesuccess. 4. How and Why to Build High-Performing Teams 2014EndeavorManagement.AllRightsReserved. Page4 Thecharacteristicsandactualbehaviorsofhigh-performingteamsarewellunderstoodanddefined byyearsofteamresearch.Therearetoolsthatenableteamstorapidlyovercometheirinternal barriersandorganizationalchallenges,providingaclearandimbeddedroadmaptohigh performanceandteamsuccess.Goodleaderslearnaboutthesetoolsandemployprocessesto createclarityandindividualteammembertrustintheteam,inordertoachievetheir organizationalgoalsandobjectives. About Endeavor EndeavorManagement,isaninternationalmanagementconsultingfirmthatcollaborativelyworks withtheirclientstoachievegreatervaluefromtheirtransformationalbusinessinitiatives.Endeavor servesasacatalystbyprovidingpragmaticmethodologiesandindustryexpertisein TransformationalStrategies,OperationalExcellence,OrganizationalEffectiveness,and TransformationalLeadership. Ourclientsincludethoseresponsiblefor: BusinessStrategy MarketingandBrandStrategy Operations TechnologyDeployment StrategicHumanCapital CorporateFinance Thefirms40-yearheritagehasproducedasubstantialportfolioofprovenmethodologies,deep operationalinsightandbroadindustryexperience.Thisexperienceenablesourteamtoquickly understandthedynamicsofclientcompaniesandmarkets.Endeavorsclientsspantheglobeand aretypicallyleadersintheirindustry. GelbConsultingGroup,awhollyownedsubsidiary,monitorsorganizationalperformanceand designswinningmarketingstrategies.Gelbhelpsorganizationsfocustheirmarketinginitiativesby fullyunderstandingcustomerneedsthroughprovenstrategicframeworkstoguidemarketing strategies,buildtrustedbrands,deliverexceptionalexperiencesandlaunchnewproducts. Ourwebsites: www.endeavormgmt.com www.gulfresearch.com