HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 3 - The Processes of HPTs

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“Meetings take minutes and waste hours”

In this 9-minute video, the third in the 5-part series, Ken Thompson describes the HPT Process Model in detail covering the 4 key aspects of Communications, Meetings, Alignment and Support and their component parts. Each of these 4 aspects break down into 4 components.

For example, Meetings cover Operational Meetings, Strategic Meetings, Relationship Meetings and Virtual/Phone Meetings.

Ken talks about the importance of staging your process/practice improvements into “basecamps” to avoid chaotic improvement and discusses the process healthcheck tool with its free spreadsheet to allow watchers to apply the techniques within their own organizations.

Watch the other Videos

Video 1 (20:09 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 1 - Introduction

Video 2 (11:12 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 2 - Creating HPTs in a hurry!

Video 3 (09:03 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 3 - The Processes of HPTs

Video 4 (08:32 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 4 - Change Management for HPTs

Video 5 (08:22 mins) HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 5 - HPT Leadership Tips

Further Reading from Ken Thompson on HIGH PERFORMING TEAMS

1. Bioteams: High Performance Teams Based on Nature’s Most Successful Designs

2. The Networked Enterprise: Competing for the Future Through Virtual Enterprise Networks

3. A Systematic Guide to High Performing Teams (HPTs)

4. A Systematic Guide to Collaboration and Competition within organizations

About Ken Thompson

Ken Thompson is an expert practitioner, author and speaker on collaboration, high performing teams and game-based learning. Ken is Founder of Dashboard Simulations who design, license and facilitate team business simulation games for leadership and management development. Ken has published 4 books on High Performing Teams and Effective Collaboration and tweets at @kenthompson and @dashboardsims.

 Video Transcript 

hi there welcome to video number three

on our high-performing teams course and

today we're going to look at the

processes and practices of

high-performing teams it's been said of

team meetings that meetings take minutes

and waste ours team meetings is a really

good example of a process that things

need to get sorted out if they want to

achieve high performance

so let's it first of all explore some

principles that are going to orientate

us before we start looking at how to

create the processes of a

high-performing team first of all it's a

good idea to find a model I've shared

with you

one already in video one if you don't

like it then let's find another one but

probably not the best idea just to make

it up as you go along secondly your team

may already have some very good

processes for things that's doing these

don't need to be replaced and they

certainly don't need to be tinkered with

so you start off using the model to let

you do a health check on the different

aspects of your team's process you'll

then have to come up with an improvement

plan you want to have a bit of thought

about how to do this and what stage is

and who's going to do what and you then

need to builds what I call team maturity

base camps it's a good principle of

change management that you unfreeze and

make a change then you freeze it

otherwise you just exhaust people

through continuous change you need also

to understand that some things are easy

to fix and some things will not be fixed

on the first attempt and you need to be

patient around that and finally as we've

stressed right from the start of this

course it's not just about the process

it's not just about the people you have

to do both and the video after this

we'll look at the change management side

of creating a high-performing team so

this is a model I shared with you on

video number one on the left hand side

with process development which we're

going to talk about now on the right

hand side

change management and so let's focus on

process development four main areas

communications meetings alignment and

accountability and support and systems

and each of these four areas break down

into four sub areas that you can operate

out and you can introduce practices and

processes out in terms of communications

we've got open communications needs to

be safe for team members to say what

they really think

conflict resolution you need a process

for addressing conflict how you're going

to deal with it when when people fall

right and you need good processes around

problem-solving and there needs to be an

agreement of how information is shared

between team members what might be

confidential and what might be shared by

all especially if you've got a

multidisciplinary or even a multi

company team so communications is vital

meetings we've already talked about your

team operational meetings absolutely

crucial if you don't get these right

you'll frustrate everybody then your

strategy meetings these are vital but

they don't happen as often but you do

need to get them right but they're not

as urgent as operational meetings

relational meetings is something teams

often neglect it's not just enough to

have a pizza and go bowling once a year

that doesn't really deal with the

relationship issues that will develop in

a team and finally on meetings in the

world we're now in many of your meetings

we'll have virtual participants so the

whole meeting might be virtual and you

need to build skills and processes for

dealing with virtual meetings terms of

alignment accountability and what are

the grind rules some people call it

etiquette how are we going to talk to

each other how are we going to deal with

each other how they got our goals all

lined up have we got a kite abilities by

accountabilities I don't just mean

responsibilities a kite ability means

what can you be counted on for not just

what you're responsible for and of

course team roles

if you're a wise team leader you will

not be the only leader and not team

you'll with a number of supporting rules

in place and the fourth area really

important supporting systems how will

people be developed

what kind of coaching relationships will

be in place by the more senior people

will abuse a peer support system so

everybody at every levels helping each

other and one of the most vital

ingredients is the early warning system

or the team just looking out for

themselves are they looking out for

problems that have might affect any of

them a great team has an effective early

warning system now these are is which

I've gone through very very quickly

there's a chapter on each of them in my

book on high-performing teams which

explains them in a lot more detail but

basically for high level areas of team

process each of which break down into

four more detail areas so that makes 16

areas in tool and to just make it a

little bit more real for you this is our

chapter high-performing teams game where

you have to intervene with a fictitious

team in terms of using the model and

four if you take for example

communications we've been talking about

the sort of interventions you're going

to be looking at there is the

environment for openness the processes

to address conflict quit it quickly and

effectively is a team using recognized

decision-making techniques

decision-making in Kings needs a lot of

thought under a number of recognized

decision-making techniques each

appropriate for different situations and

then finally around communications how

the team shares information keeps the

other team members of the deaf how much

is done by email how much is done

face-to-face this really needs to be

sorted out for a team and I mentioned

the process health check teams are not a

blank slate so you need to do a process

health check to see where your team is

before you start intervening with it and

the way to do this is talk to the team

members talk to the team sponsors and

stakeholders and talk to the team's


and if you see here we've got the

sixteen different aspects and it's

saying for example that operational

meetings are in grid ship there are a

hundred percent whereas strategic

meetings are in pure ship so you can

come up with a little spider diagram

that shows a what's missing B what's

broken and see what is adequate or are

already very strong and this gives you

your first guidance as to the things

that you might need to address also this

little spreadsheets very useful it gives

you some ideas on the number of

interventions necessary to fix things

for example open communications

practices are not fixed in a single

meeting if you'd like to get a copy of

this little spreadsheet just email me at

dashboard simulations comm and I'll send

you one I absolutely free so you started

to establish a health check to find

which parts of the ping processes are

absent or broken should you just start

working in those places immediately well

no and because some processes are more

important than others

and what I've got here is a little free

level maturity model where in my opinion

the four most important processes a team

need to start with or operational

meetings team growing Rose open

communication practices and the peer

support system so when you've done your

team health check you looked on it and

you find that any of these are broken or

any of these are just partly out of put

and my recommendation is you start to

fix these first then you freeze the

chains literally but it get comfortable

with it then move on the level to this

is the best way to get chains that

really sticks by establishing these

little base camps of process improvement

don't do it continuously don't do it in

a random order don't do it in an

alphabetical order you will only

frustrate and exhaust people

so the

all I want to say today about the

processes of high-performing teams and

the next video we're going to talk about

the equally important subject of the

change management of high-performing


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A Systematic Guide to Game Based Learning within in OrganizationsTransform Performance Through Experiential Learning, Social Learning and Team Dynamics

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