Root Cause Analysis

What is Root Cause Analysis(RCA)?

Root cause analysis (RCA) is a systematic process for identifying “root causes” of 
problems or events and an approach for responding to them

Why do you do Root Cause Analysis?

This is a management technique to find out the real reason behind any critical failure.
This helps in preventing any other issues that may occur due to the same cause.

How it can be done?

There are several ways that RCA can be done.

1. 5 Step Approach:
In this we follow 5 steps for RCA.
  Step 1: Gather Data/Evidence
  Step 2: Create a problem statement
  Step 3: Analyse Case & Effect
  Step 4: Generate Solutions
  Step 5: Produce the final Report

2. 5 Whys Approach

Why do I need a buy-in from people?

7 Challenges that 360 degree leaders face!

The 360 Degree Leadership Introduction

The 360 degree leaders are bound to face the below mentioned seven challenges. It is not an easy task to lead from the middle. They face so much toughness/resistance from all over and there will be a heavy need of balancing their emotions. This happens mainly because all others than the 360s will not have a thought process as these guys and for them, it will be difficult to understand how a man can have this good thought process about everything.

1. Challenge #1: The Tension Challenge
2. Challenge #2: The Frustration Challenge
3. Challenge #3: The Multi-hat Challenge
4. Challenge #4: The Ego Challenge
5. Challenge #5: The Fulfillment Challenge
6. Challenge #6: The Vision Challenge
7. Challenge #7: The Influence Challenge

The Tension Challenge:

The pressure of being caught in the middle (p. 25) This section is summed up by ―the pressure of feeling like you have all power and no power‖ (p. 25). You are not running the show but are responsible for it. You don’t have the authority to make changes on your own and this can make you feel as if you are caught in the middle.

There are 5 factors that impacts the tension of the leader:
1. Empowerment—answers how much authority and responsibility the person above you provides you? How clear are these lines?
2. Initiative—answers how can you balance your initiative while not overstepping your boundaries?
3. Environment– Assess your environment. Can you work in an this environment?
4. Job Parameters– answers how well do you know your job? How well can you do your job?
5. Appreciation—answers can you live without receiving the credit?

How can you relieve the Tension Challenge?
1. Become comfortable with the middle
2. Know what to ―own‖ and what to let go
3. Find quick access to answers when caught in the middle
4. Never violate your position or the trust of the leader
5. Find a way to relieve stress

The Frustration Challenge:

Following an Ineffective Leader Your job isn’t to fix the leader; it’s to add value. If the leader won’t change, then change your attitude or your work address.
Types of Ineffective Leaders
1. Leaders no one wants to follow
2. The Insecure Leader
3. The Visionless Leader
4. The Incompetent Leader
5. The Selfish Leader
6. The Chameleon Leader
7. The Political Leader
8. The Controlling Leader

How to Deal with Ineffective Leaders
1. Develop a solid relationship
2. Identify/Appreciate your leader’s strengths
3. Commit yourself to adding value to your leader’s strengths
4. Get permission to develop a game plan to complement your leader’s weaknesses
5. Expose your leader to good leadership resources
6. Publicly affirm your leader

The Multi-Hat Challenge:

Knowing what hat to wear and when

Depending on where you are in an organization determines how many hats you wear

At the Bottom of an Organization—usually wear only ―one hat‖
At the Top of an Organization—can choose what to do, for example, they can decide on their priorities, they can focus on their strengths, they can direct their time/energy to those things that give the organization the best In the Middle of an Organization—wear many hats daily. The 360° Leader must perform tasks and be well knowledgeable.
How do you handle the Multi– Hat Challenge?
Remember the hat you wear sets the context Don’t use one hat to accomplish a task that is required for another hat
When you change hats, don’t change your personality
Don’t neglect any hat that you are responsible to wear

The Ego Challenge:

 Remember to:
Concentrate more on your own duties than your dreams
Appreciate the value of your position
Find satisfaction in knowing the real reason for the success of a project
Embrace the compliments of others in the middle of the pack
Understand the difference between self– promotion and selfless promotion

The Fulfillment Challenge:

Leaders like the front more than the middle (p. 56)
Leaders like to be in the front because:
… the front is the most recognized position
… the view is better
… they get to determine the direction
… they enjoy being in on the action
You can enjoy being in the middle by:
… developing strong relationships with key people
… defining your wins by teamwork
… engaging in non-stop communication
… gaining experience and maturity
… putting the team above your personal success

The Vision Challenge:

 Championing the Vision is More Difficult when You Didn’t Create It (P. 64)

How do people respond to this Challenge?
Attack it—criticize and sabotage it!
Ignore it—do your own thing!
Abandon it—leave Champion it—Make it a reality!
Add Value to it—you add value to vision because you contributed to it!


Why do People Fail to Adopt a Vision?
1. They didn’t help create it
2. They don’t understand it
3. They don’t agree with it
4. They don’t know the vision
5. They feel they are not needed in order to achieve it
6. They aren’t ready for it

The Influence Challenge:

The Author believes that this is the most important challenge. Many good leaders believe in their own leadership and believe that they can accomplish their goals with others following them. This does not always happen.
Why? Because leadership is all about influence. If a leader does not have the position or the influence, no one will follow.
Your challenge as a leader is to become a leader other people will want to follow, therefore, people will follow leaders that... they know and who care
They trust
They respect
They can approach
They admire


You cannot antagonize and influence at the same time (p. 75)

The Qualities of an Influencer
Executive Book Summary by Irene Oakes I want a position that will make people follow me to
I want to become a person whom people will want to follow

Poor Leaders demand Respect
Competent leaders command Respect

The Influence Challenge:

The Final Challenge
You cannot antagonize and influence at the same time
Integrity builds relationships on trust
Nurturer cares about people as individuals
Faith believes in people
Listener values what others have to say
Understanding sees from others’ point of view
Enlarging helps others to become bigger
Navigating assists others through difficulties
Connecting initiates positive relationships
Empowering give them the power to lead (p. 79) 

The 360 Degree Leadership Introduction

Different Team Member Types!

My presentation on this topic

Introduction
There will be different personality types in the team members. One team member may have more than one type. Each team will have the mentioned types. If not, we will have to create the positive ones by mentoring, coaching and setting expectations.

I have been seeing some managers/leaders deal with the regular situations as and when they occur. IMO, It is always better to set the things appropriately so that for you, no need to be very cautious on the day to day activities. Empower your team so that you can concentrate on the strategic goals of your team/organization. As we said above, we need the positive types in the teams. If not, embed the types/qualities by mentoring/setting expectations into the team so that the team will be self organizing with in itself.

Points of Discussion
Constructive Types
Destructive Types
How to Deal with Destructive Types
Questions?? & Answers!!

Constructive Types


Initiator
He is someone actively initiates ideas and activates on a project. This type is considered positive because it is proactive and can be highly productive.


Information seeker
He is the team who actively seek to gain more knowledge and understanding related to the project. This is a positive role because fostering an understanding among the team is important, and open communication should be valued.

Information Giver
As its name implies, is someone who openly shares information with the team. Although not all information may be shared (for instance classified or secret information must be kept confidential), the overarching principal is to focus foster good communication and a good flow of information on the project.

Encourager
He maintains a positive and realistic attitude. On the project, they focus on what can be accomplished, not on what is impossible. This is a positive role because it contributes to the team.

This particular personality type is the one of them who binds the team with motivation and encourages to go the extra mile. If you have one in your team, you are the luckier one. He will do half of your job ! ;) 

Clarifier
As the name suggests, is someone who works to make certain that everyone’s understanding of the project is the same. This is a positive role because it ensures that everyone has a common understanding of the project goals and details.

Usually, this type, Information Seeker and Information Giver will be part of one single team member.

Harmonizer
In Music, harmony is not same as melody but it complements and enhances the melody. Similarly, a harmonizer on the project will enhance the information in such a way that understanding is increased. This is a positive role because the overall understanding of the project and the context, or the details surrounding it, are enhanced.

Summarizer
He takes the details and restate them succinctly or relate them back to the big picture. This is a positive role because details on the project may become overwhelming, but the summarizer can keep things simple enough for everyone to understand the higher purpose of the tasks.

If this guy has good data/information presentation skills over an email/document, that would help a lot for whole of the team delivery.

Gate Keeper
The term gate keeper has two possible uses in the project management literature. The first definition is used differently in the project management than it is in other disciplines. A gate keeper is someone who draws others in. Someone who says, "We haven’t heard from the other end of the table today", would be and example of a gate keeper. This is a very positive role because it encourages the entire team to participate on the project.

Destructive Types: Introduction

Action
Destructive types have to be dealt as soon as they have been observed. They have to be mentored and clear expectations are to be set. And keep under observation till they are working as expected.

Critical Action
If the same team member has more than three of the destructive type attributes, he/she has to dealt carefully. If there is no change in the behavior, it is always good to take out the rotten apple.

Aggressor
He is someone who is openly hostile and opposed to the project. This is a negative role because it serves no productive purpose on the project.

Couple of scenarios where you can find aggressors.
1. If a natural aggressive guy being with the team for longer duration and you enter as a lead/manager, there is high likely chance of that guy starts opposing you. One of the reasons is, he will start thinking that he owns the team. The case would be worse if the aggressor is half-knowledged. You can not explain him how to proceed with your action plan and he will not come up with his action plan. More over, high likely he will be disturbing/playing around with other team members emotions. Little complicated. Isn't it?

Blocker
He is someone who blocks access to information and tries to interrupt the flow of communication. This is a negative role because of the disruptive effect poor communication can have on the project.

This one people will do consciously or sub-consciously. The ones who does consciously had to be found sooner and set expectations.

If he does it sub-consciously then explain and make him understand of the implications of his actions on the team and delivery. He can understand and give him a plan to over come that problem then things will go right.

Withdrawer
He does not participate in discussion, resolution, or even the fleshing out of ideas. Instead, he is more likely to sit quietly or not participate at all. This is a negative role because it usually produces a team member that does not buy into the project and can have a negative effect on the overall team member that does not buy into the project and can have negative effect on the overall team morale.

If all the team members are participating in discussions, decision making actively then most likely the team will reach the performing stage very quickly. If one guy is a withdrawer, entire team takes long to reach performing stage.

Topic Jumper
He disrupts effective communication by constantly changing the subject and bringing up irrelevant facts. This is a negative role because it prevents issues from being fully discussed and brought to closure.

This is similar type as blocker. The same remedies applies to him as well.

Recognition Seeker
He looks at the project to see what is in it for him. He is more interested in his own benefit rather than the project's success. This is a negative role because of the damaging effect on team morale and because a recognition seeker may ultimately jeopardize the project if doing so somehow personally benefits him.

Interesting one. This type usually other members of the team will recognize easily. But in some cases, the recognition seeker does not show himself like that on the straight lines. But when the other team members does not have good general knowledge, the RS will start showing his GK skills and take other team members over a period of time to a stage where the team members start believing that this RS knows ALL. So funny right. You start observing the various teams and team members..  ;).  

Dominator
He is someone who disrupts team participation and communication by presenting opinions forcefully and without considering the merit of other's contributions. He will likely talk more than the rest of the group and will bully his way through the project. This is a negative role because valid opinions are often quashed, and the project may take on a one-dimensional quality.

If the dominator is not knowledgeable enough, he will take whole of the team in a very wrong direction. With this, there is a high likely chance of people not developing their skill set as required. That in turn slows down the team's delivery.

Devil's Advocate
He is someone who will automatically take a contrary view to most statements or suggestions that are made. This maybe a positive or negative role on the project, but it is often associated with a negative role since it often disrupts and frustrates communication, discourage people from participating, and stalls progress.

They will always be ready on one foot for the cat fight. What ever you do, say, not do, not say still they will have a problem. And unfortunately, it will be very difficult to talk and come to common understanding on anything. So, better use toughest path to set expectations, if it does not work.. .throw him away.

How to deal with Desctructive Types?
Aggressor, Blocker, Withdrawer and Topic Jumper
The above mentioned negative types can be handles easily.
They will require little Mentoring, coaching should be fine in most of the cases.

Recognition Seeker, Dominator and Devils’Advocate
The above mentioned negative types can not be handled easily. Mostly, they will be behaving deliberately. These types need a strictly set with expectation. If the same team member posses more than one type of these, it’s advisable to get rid of him asap.

Q. What If you find too many of destructive type in the team?
A: It is advisable not to spend much time in mentoring/coaching and/or getting buy-in from them. Be a dictator for some time and get the things done. Later, slowly you can move towards coaching, mentoring again.

Original extract is from  added with my view points.
These are my personal views and not of my organisation.

360 Degree Leadership!

My presentation on this topic

Introduction:

It is a misconception that one is leading a team/effort in one area. He is not concerned with other areas. But as a Leader, one should be aware whats happening around and should be able to influence people from different teams/areas. That is what we call '360 Degree Leadership'. Mr. John C. Maxwell first introduced this term. Its all about developing your influence from anywhere in the Organization.
Reference: 360 Degree Leader

What is 360 Degree?
If you are leading from the middle...
What is 360 degree leadership entail?
The Five Levels of Leadership
7 Myths of leading from the middle of the Organization
7 Challenges of leading from the middle of the Organization
Value of 360 Degree Leaders!
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What is 360 Degree?

360 Degree Leader will influence all the people in his reach.
1. His Boss
2. His Boss's Peers
3. His Peers
4. His Peer's Subordinates
5. His Subordinates

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If you are leading from the middle...:

1. Do you automatically follow your boss? Do not blindly follow your boss. Understand the reasons behind his decisions and give your thought process on everything.
2. Do you sometimes question his/her direction?
You will have to. You should question your boss's suggestions/directions if you are not clear why. You are not supposed to blindly follow the orders.

3. Have you ever supported some one with out a leadership title?
Title has nothing to do with one's willingness to take ownership. We should support it.

4. Does every manager in your organization have same level of influence?
I guess not. As the influence is very personal attribute, everybody in the same title will not have the same level of influence.

5. The middle of the organization is often the optimal place to practice, exercise, and extend your influence.
Where ever you are, you can start practice, exercise and extend your influence.

6. No Matter where you are in the organization - Leadership is the ability to get attention and support from others. Leadership is a personal ability. You do not need title for the same.
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What does 360 Degree Leadership Entail?

Leading Down: Interacting with subordinates, observation and listening, transferring vision, and rewarding productive people.
Leading Up: Being able to do what others won't, knowing when to push back, and when to back off.
Leading Across: Completing you peers,  letting the best ideas win. ------------------------------------------------------------------------------------------------------------

The Five Levels of Leadership

1. Position 2. Permission 3. Production 4. Reproduction 5. Personhood

The First Step : Position [Rights]

* People follow you because they have to
* Influence does not extend beyond the lines of your job description
* The longer you stay at this level, the higher the turnover, lower the morale.
* The good news is you can improve

The Second Step : Permission [Relationships]

* People follow you because they want to....
* Its beyond your stated  authority
* This level allows work to be fun
* Staying at this level long causes highly motivated people restless

The Third Step : Production [Results]

* People follow you because of what you have done for the organization
* This is where success is sensed by most people
* Problems are fixed with little efforts because of momentum

The Fourth Step : Reproduction [People Development]

* People follow you because of what you have done to them
* This is where long range growth occurs
* Your commitment to developing leaders will ensure ongoing growth
* Do whatever you can achieve this level

The Fifth Step : Respect [Personhood]

* People follow you because of what you are and what you represent
* This step is reserved for leaders who spent years to grow people and organization
* Only few make it
* Those who do are larger than life
* Its very rare and achieved by leading from the first four levels for a long period of time

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7 Myths of Leading from the middle of the Organization

1. The POSITION Myth: I can not lead if I am not at the Top.
2. The DESTINATION Myth: When I get to the Top, then I will learn to Lead.
3. The INFLUENCE Myth: If I were on the Top, people would follow me.
4. The INEXPERIENCE Myth: When I get to the Top, I wll be in control.
5. The FREEDOM Myth: When I get to the Top, I will no longer be limited.
6. The POTENTIAL Myth: I can not reach my potential if I am not at the Top.
7. The ALL-OR-NOTHING Myth: If I can not get to the Top, I will not Lead.

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The POSITION Myth

Myth: I Can not lead if I am not at the Top
Truth:
1. 'Leadership' & 'Position' are not directly tied to each other.
2. Leadership can be developed over time but Influence naturally builds.
3. The 'Right to Lead' must be earned.
4. Leadership is a choice you make not a place you sit.

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The DESTINATION Myth

Myth: When I get to the Top, I will learn to lead 
Truth:  
1. If you want to succeed, then you need to learn as much as you can about leadership before you have a leadership position 
2. Analogy for training for a marathon 
3. Learned in the trenches 
4. Mistakes made in the middle have smaller stakes 
5. Its essential to start to practice leadership before you get into a situation where you need it 
6. Its learned through purposeful practice 
7. Its a characteristic that you earn - not a gift you receive
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The INFLUENCE Myth

Myth: If I am on the Top, people will naturally follow me 
Truth: 1. You can grant some one a position but you can not grant them real leadership 2. Influences must be earned
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The INEXPERIENCE Myth

Myth: When I get to the Top, I will be control Have you ever thought.. If I were in-charge, we would n't have done X, but Y instead? 
Good News: Your desire is the mark of a leader 
Bad News: Without experience being the Top person, you would likely overestimate the amount of control you have at the Top
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The FREEDOM Myth

Myth: When I get to the Top, I will no longer be limited 
Truth: 
1. The higher you go - the more people 'Expect from you', 'Demand of you' 
2. You find more responsibility than your authority and the difference increases very fast. 
3. The leader has less freedom that you may think.
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The POTENTIAL Myth

Myth: You can not reach your potential if you are not at the Top 
Truth: 
1. Your potential is something you should be realizing along the way  
2. People should strive to be at the Top of their game - not the top of the organization  - work to achieve your potential 
3. If you don't start when you are in the middle, you may never get the chance to lead at all
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The ALL-OR-NOTHING Myth

Myth: If I can not get to the Top, then I would not try to lead 
Truth:  
1. Its like... If I am not the captain of the team, I will take my ball and go home. :) 
2. There is no place to lead from... you can lead from anywhere 
3. Great Leaders in business and social movements do not always become household names - but their positive influence can be hug. 
4. You can have a powerful effect whereever you are in the organization.
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7 Challenges of Leading from the middle of the Organization

1. The Tension Challenge
2. The Frustration Challenge
3. The Multi-hat Challenge
4. The Ego Challenge
5. The Fulfillment Challenge
6. The Vision Challenge
7. The Influence Challenge [Read more..]

Your time is much appreciated!

Effective Leadership with Emotional Intelligence!

Introduction:
Most of us heard of Intelligence Quotient(IQ).
But what is this Emotional Intelligence/Quotient(EI/EQ) then?
How one's Emotional Intelligence is related your Leadership qualities?

What is Intelligence Quotient (IQ): Intelligent Quotient is one's natural analytical abilities towards any subject, whether it is technology or business. This determines how quick and deep one can learn things. It is a number used to express the relative intelligence of a person. We can determine a person's Intelligence by some IQ Tests.

What is Emotional Quotient/Intelligence (EQ/EI):
Emotional Quotient is also called Emotional Intelligence quotient, is a measurement of a person's ability to monitor his/her emotions, to cope with pressures and demands, and to control his or her thoughts and actions. The ability to assess and affect situations and relationships with other people also plays a role in emotional intelligence. This measurement is intended to be a tool that is similar to intelligence quotient (IQ), which is a measurement of a person's intellect. There is much debate surrounding the legitimacy of EQ, however, primarily because there is no standard of measurement.


IQ vs EQ:

IQ	EQ
Measure of one's ability to learn and understand	Measure of one's ability to understand, use emotions and logical skills
Understanding the facts	Using emotions/reasons to make them understand the facts in a positive way
IQ is something that one is born with	EQ - can be improved upon
Decides one's individual capabilities	Decides how you respond as a team player and to crisis situations.
Helps in getting the job	Helps in succeeding in the job

Myths:

Myth-1:
If one has great IQ, he/she will become a great leader.
Truth:
1. Even though one is with average IQ and great EQ, he/she can become a great leader.
2. Great IQ, average EQ does not help in your leadership.
3. Great IQ, Great EQ is the best combination can be observed in the world's greatest leaders so far.

Myth-2:
Good EI means- 'Being Nice'.
Truth:
1. Using EI, one should be able to convey the message with out hurting the other and get the job done.

Myth-3:
Men will have greater EI compared to Women
Truth:
1. EI is gender neutral

Myth-4:
Higher EI means giving free rein to feelings/emotions
Truth:
1. Managing emotions so that they can be expressed effectively, appropriately
2. Enabling people to work together for a common goal

Myth-5:
EI can not be learnt!
Truth:
1. EI can be learnt and practised

Two Different View Points- They say Emotions

Traditionalists	High Performers
Distract us	Motivate us
Increases the vulnerability	Increases the confidence
Cloud our judgement	Speed our Analysis
Inhibit Free flow of data	Build Trust
Not required in workplace	Provide Vital Feedback
Must be controlled	Must be managed
influences rational thinking in a negative way	Helps in rational thinking for better decisions

Why EI is so important in Leadership?
Whom do you lead?
A team/set of individuals towards a common goal.

If you do not understand one's emotions, how can you deal with them to make things work towards a common goal? That means, it does not matter how good your IQ is, but all that makes hell lot of difference is your EQ.

As part of the job, one will have to work with/lead people from different geographical locations, regions, religions, genders, languages, ethnics, social, cultural, living styles, ages and their life experiences. Having said that, no two people will have the same emotions and/or emotional intelligence. Their emotions will be a mix of all the above. So the better you understand them, the better you can communicate with them.

After all the fuzz...., we are going to understand little more about EQ.

Emotional Intelligence is all about understanding, managing one's and others' emotions.

Basically, Personality+Intelligence Quotient( I think)+Emotional Intelligence (I feel) makes a man.
Emotional Intelligence Components:
EI comprises of 5 components majorly-
1. Self Awareness
2. Self Management
3. Social Awareness
4. Social/Relationship Management
5. Cognitive Competencies

1. Self-Awareness:
1. Awareness of own feelings/emotions
2. Understand why feelings occur and their implications
3. Aware of own strengths, weaknesses, needs and drives.
4. Being honest to oneself and others

Open to feed back is one of the powerful tool to improve self-awareness.

2.1. Self-Management - Emotional Self Control:
1. Dealing quietly with stress
2. Ability to control feelings, moods and emotional impulses
3. Keeping cool head in situations of high pressures
4. Overcoming negative emotions
5. Think realistic in tough times
6. Responding to situations rather than reacting
7. Exhibiting the same behavior in even in high pressure situations

2.2. Self-Management - Adaptability:
1. Multitasking ability
2. Ability to handle rapid change
3. To adapt to behaviors, plans and approaches

3. Social-Awareness - Empathy:
1.  Get great understanding by both verbal and non-verbal active listening.
2. Effective and Diverse Relations
3. Understanding others emotions, understanding and actions
4. Behaving carefully while instructing the team

4.1 Social/Relationship Management - Coaching/Mentoring:
1. Providing feedback to others to improve
2. Recognize and Encourage other's good work/strengths

4.2 Social/Relationship Management - Inspiration:
1. Motivate others by vision and goals.
2. Build group pride and make everybody engaged

4.3 Social/Relationship Management - Influence:
1. Convince others by their self-interest
2. Build Support with buy-in from key supporters
3. Show gratitude to the help others did for you. (more..)

4.3 Social/Relationship Management - Conflicts:
1. Identify the disagreements and remove them by active and empathetic communication

4.3 Social/Relationship Management - Team work:
1. Build Team identity
2. Gain Respect of others by involving them in the discussions and actively listen to them. (more..)

5.1 Cognitive Competencies - Systems Thinking:
1. Ability to explain complex systems in understandable way
2. Ability ti identify cause & effect 

5.2 Cognitive Competencies - Pattern Recognition:
1. Ability to identify patterns, similarities and trends
2. Ability to use analogies to describe patterns/trends


Your time is much appreciated!

Building High Performance Teams

My presentation on this topic

Team Development Stages
As per Tuckmann's theory, there are 5 stages of team development
i)   Forming 
ii)  Storming 
iii) Norming 
iv)  Performing 
v)   Adjourning 

In the Forming Stage, Team acquaints and establishes ground rules. Formalities are preserved and  members are treated as strangers. 
In the Storming Stage, Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility. 
In the Norming Stage, People feel part of the team and realize that they can achieve work if they accept other view points. 
In the Performing Stage, The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance. 
In the Adjorning Stage, The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members’contributions.
Leader's Role in each of the Team Development Stages
In the Forming Stage, Leader has to communicate clear objectives, both for the team as a whole and for individual team members. Model effective behavior. 
In the Storming Stage, Establish clear processes. Build trust between team members. Resolve conflicts swiftly. Remain positive in the face of challenges. 
In the Norning Stage, Step back & trust team members to take responsibility for progress towards the goal. Reiterate your vision often. This is a good time to arrange a team-building event. 
In the Performing Stage, Delegate tasks and projects as far as you can. Focus on results not methods. Celebrate successes. 
In the Adjourning Stage, Identify the next level leaders and groom them. And the process repeats and the new leaders will take over the smaller teams, team dynamics will change a bit. Now, the time to spend each stage will be minimal.
High Performance Teams Characteristics
The strong leadership with an environment is filled up with know & grow, mutual respect, trust, authenticity, consistency, open & honest, straight talkers.
The team characteristics will be as below-

Smart Alignment:
-with a clear mission statement
-With very well defined strategy
- With Very well known Project Priorities
- With very well defined roles & responsibilities

Inspiring Vision:
-They will have a passion for what they do
-They feel inspired for the leadership's vision
-they will be the change champions. That means, they welcome the changes always.
-They will be creative risk takers
-They will have very much shared values. They all laugh for the same reason. ;)

Action Orientation:
-The right processes will be in place
-They always look for smart working rather than hard working
-They will have great problem solving skills complimenting others thought process
-They will become very good at group decision making
-They will be very open for resourcing & planning

Great Team Spirit:
-They maintain Interdependence & at the same time, cohesion.
-They care & confront for each other.
-They celebrate success with each other.
-They always exhibit the 'Can Do' attitude.
-They recognize/compliment the others always.

High Performance Teams Advantages 
-Shared Responsibility 
-Job Satisfaction 
-Business Results 
-Adaptive to Change -
-Mutual Respect 
-Sense of team identity 
-Customer Satisfaction 
-High Commitment 
-Effective Decisions 
-Accountability 
-Increased Trust 
-Opportunity Growth
High Performance Teams How to build ?
-Respect each Team Member’s Opinion 
-Effective Team Meetings, Conflict Resolutions 
-Effective/Group Decision Making 
-Set up right Processes, Check points and Metrics 
-Measure the progress against the Metrics/Feedback 
-Protect your Team from all Evil 
-Build Capability and Career Path of the each individual

High Performance Teams Do nots
-Micro-Manage – At least it should not look like. 
-Over ride Tough Decisions always 
-Take out support in Difficult situations 
-Avoid to Deal with Conflicts and Risks 
-Encourage Blame Game 
-Discount other’s Emotions and Perspectives 
-Be Over Theoretical

High Performance Culture
Enable 
-the capability by appropriate Trainings.  
-Measure the effectiveness of the Trainings. 
Encourage  
- Encourage with Rewards/Appreciations. 
- Recognize High Performance Individuals/ Teams periodically. 
Empower 
-By Open Communication. 
-To be adaptable to change.
Engage
-In Team Building Activities. 
-In Fun and Positive Environment

High Performance Leader
Vision, Honesty,Motivation, Accountability, Skills, Planning, Metrics, Trust, Togetherness, Appreciation, Purpose, Performance, Evaluation, Behavior, Adaptive, Inspiration, Advantage, Collaboration, Responsibility, Research, Best Practices, Freedom, Focus, Flexibility, Mentor, Knowledge, Solutions, Dynamic, Curiosity, Values, Integrity, United, Brainstorming, Influence, Effectiveness, Charisma, Coaching, Mentoring, Process, Metrics, Goal, Success, Celebrations, Encourage, Strength, Strategy, Style, Purpose, Encourage, Safety