HIGH PERFORMING TEAMS COURSE by Ken Thompson - Topic 5 - HPT Leadership Tips

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“If you ever find the perfect team don’t join it – you will destroy it”

In this 8-minute video, the final in the 5-part series, Ken Thompson concludes the course on HPTs by summarising the key points from the other videos and sharing practical results of research on how teams evolve and where they go wrong.

Ken shares how through structure team activities effective collaboration can evolve very quickly in a team and how this relates to the Tuckman Model.

Ken runs team based business simulation games with leaders and managers almost every week and concludes the series by sharing the 7 most common mistakes these teams make under pressure.

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 the fifth on final

video on our course on high performing

teams and in this video I want to try

and pull together some of the ideas

we've been discussing in videos one

before and also share with you some

leadership tips around my experience in

working with teams to help them become

high-performing so in terms of recapping

what we've already covered in video 1 we

talked about virtual teams came

separated in time and place we looked at

the stats that says they are becoming

more prevalent almost everybody is in

some form of virtual team these days we

talked about virtual teams have their

own problems of time and space and also

one of the problems of space and being

in different spaces is the culture

problem where team members might have

different national organizational and

even professional cultures and how this

can cause problems and teams we also

looked at the fact that virtual teams

will have all the same challenges as

ordinary teams have plus some more

besides and we looked at a little

martini model to give us some ideas on

how we might address some of those

challenges head-on and the second video

we looked at the real problem you will

find yourself then we've been given a

team and you have to get them working on

something immediately how do you quickly

mobilize a team well you can't make them

high-performing overnight but you can

stop them being low-performing by

putting in some foundations by doing

some mobilization work and some little

exercises where you stress a team and

give them a chance to review an improved

effectively rapid evolution of a team

using paper based exercises and also

business simulations and video 3 we

looked at the importance of pins

processes if a team doesn't have

processes it's like a railway engine

trying to run without good tracks

and video 4 we looked at the other side

of high-performing teams which is

getting the people on board and people

into the right ship and the importance

of change management in terms of the

members of the team and we shared simple

little tools er such as a stakeholder

mapping where you can place people on a

map and see where they are in terms of

their influence their attitude and your

relationship with them and underpinning

all this is our integrated model of

high-performing teams which we've really

been part of all the videos and on one

side we have the process development

work that you'll have to do with the

team as a whole and then this

underpinning the changing manager you

will have to do with the individuals of

the team one at a time and the the

process development work underpins the

change management and the change

management enhances the process

development so if you do it well you

have a virtuous circle you need to do

both of these things together a couple

of important observations firstly that

team working has to evolve you can get a

minimally working team quickly but to

make it high-performing you need to have

time on the left side of the screen we

have Bruce Tuckman's model of 1965 quite

a famous model where you go through four

stages forming it's where the teams come

together very dependent on the leader

storming is where the team members are

starting to vie with each other people

are starting to argue but how are we

going to do things

Norman is the stage beyond this where

people of worked out ways and people are

agreeing ways to do things and then

performing is the team is actually doing

its job and doing it well you can't do

this overnight you can get the basic

team going but then you meet the like

time for it to evolve I've also got a

similar model here more focused on team


which I find from my experience of


simulation best team events often a team

starts off and what I call hyper

communication with everybody's in every

conversation but everything just takes

too long teams often go to the other

extreme of over delegation where they

pass a little all up but they don't talk

enough to each other so it doesn't fit

together and what's quite nice is when

teams evolve out of these two naive

forms of team communication into what I

call effective communication where they

realize of course we've got a delegate

but we've also got a communicator as

well to make sure it all fits together

so team working you can get a basic

minimal team working very quickly but

you must ally time if you really want to

evolve it into high-performing team I've

been running these team based events now

for the last ten years literally every

week we do a simulation based event with

two or three or four teams competing

with each other and we've collected the

mistakes things make when we put them

under pressure and the shocking thing

about this slide is the mistakes teams

make are just so incredibly basic and

the first mistake is teams don't manage

time so in management meetings if you

don't leave enough time for all your

decisions the ones you rush are not

going to be good decisions

teams make silly mistakes if you're

going to make mistakes at least make

mistakes that are clever not mistakes

where you clearly didn't leave the

basics right teams have problems with

information and if a team is not

actively managing its information the

information will control it or they'll

be working an out of debt information

and we talked about it a key process is

keeping the team up to date and the most

appropriate when the information manages

teams need to learn and one of the ways

you don't learn as you constantly make

unchecked assumptions and so team

learning teams that work well need to

learn quickly not make the same mistakes

over and over again

Kim direction many teams the planning

phase is really for the wall the

strategy phase is for the wall they

don't follow through on it if you've got

a strategy

plan you should use it if it's not right

you should change it but don't just put

it up on the wall and you'd be amazed

how many teams do that a lot of teams

think we're all pair so we're not going

to veni rules where everybody's going to

be a leader but effectively means that

means nobody is a leader so very few

teams can survive without rules in any

business situation and finally values

and behaviors if you we find lots of

teams spanning an ordinal at a time

defining values and behaviors and then

abandon them at the first crisis if you

really do have values that are

meaningful to you then when you need

them in the crisis not when the times

are going well so these seven mistakes

can be part of anybody's checklist when

they're setting up a team let's just

make sure we have we're going to make

mistakes we don't make these really

silly ones and so in my business we

design and we run simulation games for

teams some of them are specifically to

teach them the topic of high-performing

teams or team leadership others are

teaching other topics because they're

Clayton teams that people learn all

about team dynamics as well and

simulations on computer or on paper are

a great way to rapidly create a

high-performing team so thank you for

staying with us if you want to check a

site the website is dashboard

simulations comm if you need any more

information you want any more of the

supporting material of the course please

get in touch or if you want a demo of

any of the simulations we'd be delighted

to do that as well thank you very much

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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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