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Unit 11: Organisational Change through Performance Management

Consequently, it is our view that creating a high-performance operating environment is, at once, Notes

one of the greatest opportunities and most difficult challenges facing leaders as they embark on
fundamental organizational change. Toward that end, this paper explores:
1. What is it: A description of the operating environment and a discussion of why it has such
a powerful impact on performance;
2. Implications for leaders: Principles for leading operating environment change;
3. How to change it: A description of specific interventions; and

4. Tactical issues: Some considerations that should influence the staging and timing of change

initiatives.

11.2 Building and Leading High Performance Teams

A high performing team is every leader’s dream. The leader of any team wants to build a team
that want to achieve, that knows how to achieve and who enjoys getting better and better.
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Did u know? What is a high Performance Team?

A high performance team is a group of individuals working together in harmony to achieve
what others might think of as the impossible.
The following are the key steps for building and leading a high performance team:
1. Commitment: A team needs to have a sense of being a team, a feeling of cohesiveness. They
get this from bonding and spending time together socially as a whole team.

Example: Having a work lunch or evening drink. More elaborate after work
activities are good, but not essential. What is important is that they get to know each other,
to build respect and trust.
2. Aligned on Purpose and Vision: It is critical for any team to be totally aware of their shared
team purpose and that they are all working towards achievement of shared goals. Each

person knows where they fit, how their effort contributes to the shared goals. It is equally
important that they internalise how their team purpose contributes to the business goals of
the organisation, that they feel connected to the wider purpose. The more connected they
feel to the business and to our Customers, the more motivated the team will be to achieve
its goals
3. Setting Individual targets: It is the role of the leader to win the respect of the team, and
to inspire them to achieve their goals. The team leader must give the team their direction
forward. What do you want us to achieve? Why is this important? If we succeed, what will
that feel like? What kind of team will we need to be to achieve our goals?
4. Effective Organisation: A good leader will know the strengths of each team member, and
will use combined strengths to improve team performance. Running effective meetings is
key to organising and to building the team. Set clear objectives for each meeting, and vary
how you run the meeting to achieve your specifi c objectives.

Example: One meeting could be a state of play of the workload, the next
identifying blocks to success, a third a brainstorm session to generate new ideas, and a
fourth process mapping to improve how we work with other departments.
5. Setting Short-term Goal: Always have both individual goals and team goals each month.

Team goals should include both immediate workflow, and also working on goals to improve
how the team works together. Goals should be achievable but stretching the team.

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