Lecture 58: Building High-Performance Teams: The Rocket Model

Summary

This lecture, delivered by IIT Roorkee in July 2018, explores the intricate dynamics of building high-performance teams through the Rocket Model framework. It extensively covers various elements crucial to team effectiveness, including team diversity, trust, communication, adaptability, and leadership dynamics. The lecture provides insights into other significant models like the T7 and GRPI, emphasizing the importance of continuous development, conflict resolution, and organizational culture. Practical applications and case studies are discussed to illustrate these concepts, aiming to foster innovation, handle challenges, and achieve superior business results.

Highlights

• The Rocket Model outlines eight critical questions every high-performance team must explore to ensure alignment and effectiveness. 🚀
• Diversity in teams can enhance performance by bringing different perspectives and experiences to the table. 🌐
• Effective leadership requires resolving conflicts promptly, especially during the storming phase of team development. 🔍
• Adaptability in handling technological and cultural changes is vital for maintaining high performance. 🔄
• Open communication and mutual trust between leaders and team members are foundational for team success. 💬
• Using real-life case studies, the lecture explores the application of these theories in creating smart, agile teams. 💡

Key Takeaways

• Building a high-performance team is a continuous process that requires a clear focus on goals and superior communication skills. 📈
• Incorporating diversity and creating a culture of inclusiveness enhances a team’s performance. 🌍
• Leaders must effectively manage conflicts and minimize the storming phase to enhance team cohesiveness. 🛡️
• Flexibility and adaptability are crucial in today’s rapidly changing technological and cultural landscapes. 🔄
• The Rocket Model provides a structured framework for addressing critical team questions and improving performance. 🚀
• Successful teams engage in open communication and establish trust, forming a backbone for achieving personal and organizational goals. 🤝

Overview

In the dynamic world of business today, forming high-performance teams has become more of a necessity than a choice. This lecture introduces us to the Rocket Model, a framework designed to enhance team dynamics by focusing on essential components such as communication, trust, and diversity. By dissecting these elements, the session aims to elevate team performance to unprecedented heights, ensuring goals are not just set but achieved.

One of the highlights of this lecture is its emphasis on inclusiveness and adaptability. As teams become more diverse, understanding and leveraging these differences become pivotal. The concept of having a 'team first, not me first' attitude fosters an environment where innovation and high performance can thrive amidst a backdrop of constant change.

The lecture further ventures into practical aspects by discussing various models like the T7 and GRPI. These serve as illuminating guides for teams to become self-aware and self-correcting. With a plethora of book recommendations and research papers, the lecture provides ample resources for anyone looking to delve deeper into the art of leading high-performance teams.

Chapters

• 00:00 - 03:00: Introduction to High-Performance Teams and The Rocket Model In this session, we discuss building high-performance teams and introduce the Rocket Model.
• 03:00 - 06:00: Characteristics of High-Performance Teams This chapter discusses the characteristics of high-performance teams through various theoretical models and practical insights. Key topics include the rocket model, GRP model, and T7 model of team effectiveness, as well as the '7 Habits of Highly Successful Team Leaders'. It explores methods for building and developing high-performing teams, and the art of leading these teams. The chapter also references case studies, research papers, and book recommendations, providing a comprehensive look into the subject.
• 06:00 - 09:00: Team Development and Diversity The chapter discusses the concept of high-performance teams within organizational development. It explores how, beyond having a team, efforts are required to transform it into a high-performing unit to achieve maximum performance. It emphasizes that this transformation isn't just the responsibility of the leader but involves broader organizational strategies and practices.
• 09:00 - 15:00: Team Building Process and The Rocket Model Framework The chapter focuses on the team building process and its continuous nature within organizational development. It is described as an intervention aimed at achieving goals, highlighting the high focus on goal achievement and superior business results by high performing teams. The probability of success for these teams is significantly higher.
• 15:00 - 18:30: GRPI Model for Team Effectiveness The chapter discusses the importance of teams focusing on their goals to achieve better business results. It emphasizes the role of two-way open communication between leaders and team members to enhance team effectiveness.
• 18:30 - 23:00: T7 Model of Team Effectiveness The chapter discusses the T7 Model of Team Effectiveness, particularly focusing on the importance of open communication and mutual trust among team members. It highlights that conflicts are natural due to differing personalities, and distinguishes between foundational and dysfunctional conflicts. The leader's role in resolving these conflicts is emphasized, particularly in developing a high-performance team during the 'storming' phase of group development.
• 23:00 - 30:00: Seven Habits of Highly Effective Team Leaders This chapter discusses the importance of minimizing conflicts in the 'storming' phase to enhance team performance. It emphasizes developing inclusive thinking and building a culture that fosters high-performing teams.
• 30:00 - 39:00: Strategies for Building High-Performing Teams The chapter focuses on strategies to build high-performing teams. It emphasizes the importance of inclusive thinking and the necessity of having a common goal and shared values among team members. By fostering an environment of mutual understanding and collaboration, teams can explore more possibilities and ultimately enhance their overall performance. The outcome of such strategic efforts is the achievement of high performance and success.
• 39:00 - 45:00: Case Studies and Research on Team Dynamics The chapter delves into the significance of diversity within team dynamics. It highlights that diversity in personality, leadership, and work culture can enhance team performance, increasingly critical in today's globalized work environments. It discusses how diversity is integral to team formation, emphasizing the inevitability of cross-cultural team interactions.
• 45:00 - 50:00: Knowledge Worker Teams and Recommended Readings The chapter delves into the complexities and necessities of forming effective knowledge worker teams in today's global environment. It underscores the importance of developing cohesiveness among team members from diverse cultural backgrounds, while highlighting the significant challenge leaders face in managing this diversity to create high-performing teams. The narrative stresses that managing geographical and cultural diversity is crucial for modern organizations. It also touches on the responsibilities of a leader in ensuring effective communication and team integration.

Lecture 58: Building High-Performance Teams: The Rocket Model Transcription

• 00:00 - 00:30 [Music] in this particular session we will talk about the building the high performance stream and the rocket model and under this particular session we will
• 00:30 - 01:00 have the what is the high performance stream we will understand what are the characteristics of the high performance teams the rocket model itself grp model of the team effectiveness the t7 model of team effectiveness 7 habits of highly successful team leaders how can you build and develop a high performing team the art of leading high performing teams and age is all the case study research papers book recommendations and differences is there ah i am sure that is the so far you have
• 01:00 - 01:30 already understood that is the what is the team building and the team effectiveness is there but when we talk about that is the even if we are having the team with us then how we can make this team the high performing team to take it the maximum level of the its performance so high performance teams is a concept within organizational development right so to team organizations and therefore in that case ah it is not only rustic leader is not only restricted to the
• 01:30 - 02:00 formation of the team right but it is also important that it should be a continuous process that is a development of the team is there and that is why it has been referred as in the organization's development part because this becomes an intervention intervention to achieve the goal so these are highly focused on their goals and their achieving superior business results are there so this high performing team the chances chances of this success is much much higher by
• 02:00 - 02:30 these particular teams because they they are having their focus on their goals any team ah which is the directed towards the goal then definitely in that case it is always will come out into giving the better business results are there these stands for the excellence through two-way open communication ah that with the leader and the members the the bridge between the relationship between the leader and member is and
• 02:30 - 03:00 that is about the open communication is there and mutual trust which we we have discussed in earlier sessions also so early now the question arises that is the leader should be able to resolve the conflict because whenever there are the different personalities are there so conflict is natural and that can be the foundational conflict and there can be the dysfunctional conflict but the what is that then role of the leader is there to develop the high performance team that storming phase right of the group that
• 03:00 - 03:30 has to be minimized and therefore the most of the conflicts are into the storming phase only if we minimize those storming phase and and conflicts then definitely we will be able to create the more and more performing teams into the organization the certain unique attributes separates that is high performing team is the first information is the inclusive thinking ah this we have talked about that is developing the team also it is a culture basically and whenever we doing
• 03:30 - 04:00 the tv things that is a team is to be developed though then the best efforts are that is involving inclusive inclusive thinking is necessary so there is a common goal there is a com common value sharing among these group members and as a result of which whenever we are having these values of exploring the more possibilities to work together and getting the teams benefit is there then naturally in in that case the outcome which will be highly
• 04:00 - 04:30 positive now when we talk about the diversity then ah naturally we we have discussed this is the personality and leadership also work culture diversity also higher is the diversity higher is the chance of this high performance stream is there and which is nowadays in the global context this is become the must part of the team formation because you cannot escape the team members on for the day because they are coming from the different culture at different
• 04:30 - 05:00 geographical location is there so global trillium formation that the data has become the necessity of the today and therefore in that case it is always we have to develop a cohesiveness there is a feeling amongst the all the team members those who are coming from the different culture now we have to also understand it is this high performance stream creation of the cohesive culture it will be very much a challenging for the leader is concerned because the leader has to find out that is the whether he is able to come for this particular ah managing this diversity or
• 05:00 - 05:30 not so here it is the first and foremost question is there respect and trust is there so high performing team are always they they they develop a culture culture of the respect and trust and therefore in that case it is always on the with a hard candid debates conversation that is always it is better to have the respect and trust whenever you talk about the personal excellence is concerned ah naturally this has become
• 05:30 - 06:00 the important uh that is the ah the team members they are having that excellence in their jobs that depends on the selection of the team how you selected the team is there if you selected the team which is having these all the eligibility criteria necessity ah the personality traits then definitely in that case that the team member will show demonstrate that the highest level of the personal excellence is there communication is one of the
• 06:00 - 06:30 most um essential building blocks that we have discussed in the time of this the leadership and communication is concerned and the healthy conflict that is about these essential element group thing kills the innovation and creativity is there and therefore in that case there might be the functional conflicts healthy conflicts functional conflicts might be there but this will lead to the new ideas and whenever there will be the new ideas then there will be this success for the team members is there the flexibility and adaptability that is
• 06:30 - 07:00 the essential part of these performing teams those most capable of adopting to change and therefore because as we see that is the especially the technological scenario its keep on changing and when the technological scenario is changing then therefore the team members they should be able to adopt that all these technical changes on other side is we which is the equally important it is a social side and therefore that this society's values culture systems that is also changing so
• 07:00 - 07:30 the team members those who are joining ah to leader they are coming from different societal culture and therefore in that case that adoptability if there is no adaptability there will be no team so therefore in that case always leader and team members they should show um that is the high they are highly flexible and adoptable openness to innovation is the it is it is a culture now you we will find it is many successful organizations what makes them do successful organization so
• 07:30 - 08:00 actually it is in the organizations cultures dna that is creating that the innovation is there i would like to take the example of the sony ah or the v pro or the tcs infosys right and then you will find ah that is the the the maruti many indian companies then we find that is the uh they they are they are now developed a separate culture of the innovation and therefore as a result of which it is becoming the
• 08:00 - 08:30 part of dna of the organization's culture so this is the this is giving us the ability to surround the challenges and therefore because you are confident you will be able to face the challenges and overcome those challenges and that that develop ability is developed and now the another flexibility with the adaptability is important that is a decision making flexibility is there ah so therefore it is necessary to take the decision into the real time ah
• 08:30 - 09:00 rather than then going for this ah in a very hypothetical situations is there and there when such organizations which are having this flexibility culture in their team teams definitely then those organizations will becoming the highly successful organizations the rocket model is a framework here which i would like to discuss with you related to the team members is that and it is the how this we identify the challenge and the what is the mission and of the organization is they are developing the
• 09:00 - 09:30 norms according to mission managing the resources um and this talent is having the ability to buy in and that that is a courage is there to get the results are there so the in that this rocket model it becomes very very important that is the they first we should understand that is what is the critic necessity for such a rocket model is there and these are the eight uh
• 09:30 - 10:00 critical questions every team must answer what are our critical assumptions now you see every ah the whenever the team is formed it is a question that is for what and therefore in that case there are certain assumptions are created right like in the case of the research also we talk about the hypothesis so therefore in that case that that the assumptions are to be there in the beginning itself and then we can start working on that and then finally we can evaluate so therefore in that case it is
• 10:00 - 10:30 we always have a critical assumptions that will give a good start when team members share a common view of context in which they are operating and therefore in that case therefore making the formation of this particular team is there so why are we here the second the critical question arises and they did give the answer that is the alt members agree agree and that is they are having the common goal and that goal is of the success and therefore that effectiveness will be more whenever the all team members
• 10:30 - 11:00 they understand for what meaning or purposeful work they are here and what they want to win what are their goals are there when do they need to be accomplish those goals what strategies are to be used for the to the progress to be measured now when we talk about these ah talent so do we have the talent we need now that is a matching matching of these abilities of the skills and abilities of the person ah with the required team assignment so therefore it seems like it
• 11:00 - 11:30 should be easy to get the right number of people with the right talents on a team is there but in practically we will find it is getting the right person for the right job of the team that is becoming a very difficult issue so whenever these teams are formed after this storming is over the norming will start numbing means that is the rules are to be formed so therefore all team members and leader together they should decide about that is the names norms of
• 11:30 - 12:00 the teams and therefore any group to develop norms for the greeting meeting sitting communicating deciding and executing is there and therefore for every behavioral aspects ah every professional aspect certain norms will be developed and these unwritten rules usually that are solidify fast without any formal discussion is there so people they know that is a we need not to make the much efforts so without making the much efforts and normally use these unwritten rules and they they are
• 12:00 - 12:30 followed by the team members by understanding the surroundings so in that case are we are committed to success that particular concept that is to be that motivation that is to be dollar so buying happens when team members have a team first not a me first attitude so high performance teams are committed to team goals roles and rules and they are motivated to get necessary day-to-day tasks done and therefore in the here their commitment commitment is so high that is the ah no no on ah efforts are left uh to
• 12:30 - 13:00 achieve the organizational and team goal circumstance so for this purpose the resources so ah will be required and and these uh these we have to ensure that is when we are going to develop the high performance team that is we are able to provide the resources are there so team need to figure out what resources are necessary and then that can be the monetary or non-monetary resources will be there so meeting their goals and leaders may have to lobby key stakeholders to get those needs meet is there and that is why many
• 13:00 - 13:30 time it is a responsibility of the leader ah to get this particular goals to get accomplished i will give a very simple example of that is it is whenever there is an event activity is organized so then leader that he has to manage either the sponsorship or then he has to manage the list of finance from the other sources so here do we work through the disagreements courage is to be there now you see that is that the team members
• 13:30 - 14:00 cultivate the necessary courage now because whenever they are working together there will be difference of opinions will be there but there is a courage that is to discuss that particular issue and find out the solution on that particular issue because there might be the disagreements on many issues ah and but ultimately what is important is find out the solutions so are we achieving the our goals are there and the for what purpose the team was made if the team is made for to achieve a particular goal and if it is not able to achieve then your all
• 14:00 - 14:30 efforts which we have managed on the resources we have talked adjusted with the personalities we have talked with the time and goals but then everything will be waste if we do not have that is the results are achieved so therefore they measure the results against the mission regularly track progresses learn from success and failures so continuous evaluation is also important and when they whenever there is a continuous simulation that will give us a decision way to continue the um improving the delivery are we we
• 14:30 - 15:00 have to stop that particular performance of the team so now in in this context of the eight questions when we are having these questions in mind then the ah the solutions for this all these questions and the road map that will come from the rocket model is concerned so each of the seven components of the rocket model can be framed ah is a question for the question for mission ask why are we here and for why why are we are committed to success or
• 15:00 - 15:30 not so to answer this questions team members complete a questionnaire called the team assessment survey is there that is a ts2 steam members provide personalized feedback in the survey their strengths and weaknesses along all eight including the contents dimensions of the model are exposed is there so therefore in that case in the beginning itself their questionnaire will be designed questionnaire will be designed as per these team members has advised and the team members provide the personalized feedback in the survey that is whether
• 15:30 - 16:00 these questions are relevant not relevant where is the teams growth is there how much growth has been done by the team that will be decided and leaders can then act to improve the weak areas are there so therefore on the basis of this analysis ah what feedback has been given for what the goals the team was formed and whether it is matching or not matching then accordingly they will improve the weak areas will be there now we will talk about the grpi model effectiveness for the proposed by the
• 16:00 - 16:30 rubin plan week and the fly as early as 1977 and this jrpi stands for the goals roles processes and inter personal relationship is there and this model outlines four parts so one by one we will take this parts so therefore in that case um it is a goals so well defined objectives and desired results plus clearly communicated priorities and expectations are there ah now you see it is the it is always better that is whenever we are talking about the beginning of the performance
• 16:30 - 17:00 so we ensure that is what are the expectations from the team member is there and this should be clearly communicated as a priorities and expectations are there it it helps the team members also because he gets the time if he is not having those resources he will manage those resources but if the expectations are not communicated and at the end of the day we say that is you are not perform well then that will that will create the more critical situations so therefore the roles will be goals roles they will be well defined and and
• 17:00 - 17:30 then in that case there is an acceptance acceptance by the leader also and acceptance by the team member also so then they start after assigning the goals and rules they start functioning and therefore that they have to follow a particular process is there so therefore a clear decision making process will be defined so that there whatever the problem comes in the project or the particular task accomplishment then in that case that process will solve that particular problem is there and the process will be
• 17:30 - 18:00 formed the discussions can be held and corrective actions can be taken now interpersonal relationships is a must it is a backbone of every team members there is a good communication trust and flexibility unless and until there is not the trust and flexibility is there and then definitely in that case team will not will not be converted into the high performing team is there the t7 model of the team effectiveness is there lombardo and robert and ah have developed this t7 model to define
• 18:00 - 18:30 what factors effective effectiveness they identified the internal and the two external factors all starts with the teens the name is the t7 is there now here whenever we are talking about a task thrust trust talent and tearing is there then the team support from the organizations and the team leader fit is there so here it is necessary that is the whenever we are talking about the thrust now now a common objective or goal is required right and this this how it is to be decided the common object
• 18:30 - 19:00 your goal is to be decided with the consultation from each other and because the we cannot decide a very high goal which is not realistic and we can we are not supposed to decide a goal ah which is very easy and of no use so therefore in that case that common objective or goal will be decided by only baking making the proper thrust is there so brainstorming is done meeting is done group discussions are done and then finally the leader decides about a particular goal
• 19:00 - 19:30 the trust is the knowledge that your team has your back and therefore that is the always always there is the you are having this particular confidence that is a team is with you and therefore that that trust will be developed talent is skills to do the job and skills and abilities no therefore it will be the t in the team is having the all the skills which are required to do the particular job is there the teaming skills is there to function as a team so there is a concept of working togetherness in the culture
• 19:30 - 20:00 organizational culture task skills the ability to execute the task whatever the tasks are there that will be completed by these the leaders and the teams now now here we have to also see the external factors in addition to these internal factors the external factors are team leader fit whether the leader works well with the team is there so it is very very important so that is why many in many organization what is the practice there is a leader is chosen first and then he is given the freedom to select his own team and therefore in
• 20:00 - 20:30 that case the team leader fit that will that that work well team support from the organization that is very much important how the organization enables the team to work now here i would like to warn also there is as many times organizations are not able ah to help the team because of their constraints at the vital level because once they support to any particular team they have to support the rest of the teams also so in that case it becomes very difficult for them to manage the alt teams so what is to be done that is a team itself
• 20:30 - 21:00 should be able to manage this ah now we talk about the seven habits of the highly successful team leaders and it is operational team leadership why and when you need this particular model right so seven habits model helps ah successful ah successfully juggle the multiple dimensions which ensures a team stay ambitious motivated learning and supporting performing without such a model especially when you find yourself under pressure as a leader it is likely you will fix it on a couple of the more urgent dimensions are there and
• 21:00 - 21:30 therefore in that case it is necessary that is the leader himself he focuses on on these these all the points 7 points for the purpose of getting the results is there so you may jury your project but destabilize your team and damage your reputation as a team leader is there now here we have to create a balance i carefully we have to understand it is we are responsible for our team members also and for the organizations also so therefore in that gate the project yes project has to be
• 21:30 - 22:00 delivered ah even if there is a situation of the destabilization but the member he manages himself and as a result of which ah that he will create a reputation of the team member is there the bear essentials effective team leaders manage the team individuals as the people professionals and colleagues are there and actually these are the backbone backbone of any successful team so whenever we are talking about the who are the people and then whenever we take the examples of the
• 22:00 - 22:30 projects we find that is the the names of the people are those those who have already worked in the team and they have done done the successful jobs and then they are possessing of the professional skills and these are the collector team members are there which are having the support to that particular team they also support and manage the whole teams workload energy levels customers and practices are there now you see that is these are the people those actually who are the main pillars for the successful team and
• 22:30 - 23:00 because they always support the workload so we know that is in any particular project in the beginning the workload is very high then workload is low and work load is becoming very um moderate and it is further situations the team is able to manage that particular workload so energy levels which is required to be very high because the we we have discussed that is there will be lot of challenges and to face the challenges manages the challenges and changes ah that high level of energy is required
• 23:00 - 23:30 and therefore the leader and team members they should be adoptable and the flexible so then also support from these customers and practices that will help the leaders to be performing well so how we can build a develop a high performing team so make the communication a priority set as smart objectives tackle the conflict understand where you are currently and where you want to be so your roadmap that should be clear make sense of emotional intelligence the foundation of any successful team is is
• 23:30 - 24:00 trust and feedback is a gift is there so get to know your people on developing and leading a high performing team begins with the connecting and conversation and so awareness awareness of your people the members those who are working with you is very important the strength and weaknesses are to be there and then we have to club the strength and weaknesses in such a way ah possible way that is always taking it in an interest in the individual on your team so therefore you we they should not be mismatched measurements on this assignment of the
• 24:00 - 24:30 task and the leadership and the team buildings performance so therefore in that case the team building will performance will be successful only when when we are having this type of the interest where we know our people we are aware about their strengths and weaknesses build your people and leaders build the their people that is this is my team member so therefore that feeling that feeling that this is my person it is a high achieving individuals with the common vision create high performing team is there so
• 24:30 - 25:00 therefore it is always that is the who are the higher achieving individuals are there because they they have the proven track and whenever they have the proven track then that becomes easy to make them the team members and there is a common vision also so whenever then they are competent enough and their common vision then definitely they they will be working as a high performance team and now we always talk about the input process output or corrective actions and feedback is important is there so
• 25:00 - 25:30 although we may not be able to connect with our team members more than fifteen to twenty minutes in a day it is important to check in with your team members on a regular one to one basis is there so whenever you are interacting to one to one basis then definitely you come to know where my team member is standing what problems he is facing and then by providing the solutions you can have the better speed of your project lead with the vulnerability share stories of how you become a more decision leader dealt with uncertainty and develop the interpersonal relationship is there so you can put
• 25:30 - 26:00 yourself as an example and therefore in that case we you can say that is how we you are taken these are on the difficult decisions also and and then there are the in the situations of uncertainty and develop the relationship with the team members are there now we get the change through conversation so business and organizations are constantly changing to meet demands evolve and grow and therefore this this is becoming the continuous process and therefore in that case it is important and that is the
• 26:00 - 26:30 business and organizations are also growing together because they they we are having the constantly changing and therefore in that case there will be new new issues which will be ah developing and then you have to get this help of this particular issues ah so it is very sure that is the whenever you are having this ah the goals objectives ah adoptability flexibility working togetherness and developing the competencies then
• 26:30 - 27:00 definitely in that case you will be able to perform on the high performing team and you will be able to develop the performing thing so as usual in this is the particular case study that sometime then in this case study you will find and that is the how uh these that is the smart teams that we talk about did not allow individual members to dominate instead there were more equal contributions from managers than in other teams are there so therefore many times this type of these critical
• 27:00 - 27:30 situations that may arise and this is a very good example has been taken from the messaging institute of technology mit right and then then to solve a particular task is there so that is a smart teams and the dumb teams are there it is not that smart teams had more gender equality these teams simply had more women and this result might be partially due to the fact that more women scored higher in the reading the mind in the eyes test is there so therefore they have their practices which have been adopted by the
• 27:30 - 28:00 both the teams and they in that case it is the questions will be that is from your experience in terms do you agree with the researchers finding right so that you can comment you can read you can work on this particular case study this is on the highly functioning team in which you have been a member what other characteristics might have contributed to the success the authors have also suggested that membership in a team exercises smarter founded teams were more rational and quicker at finding solutions to there i will advise you that is while going through this case
• 28:00 - 28:30 study you can suggest from the certain suggestions from your side so that is the and and then definitely it will be best you guys from your own experiences and therefore how to create the smart team that you will be able to develop of your own by go after going through this particular case study this is the research paper the dynamic organic transformational duty team model for high performance knowledge worker teams is there no no this is another issue is there that is whenever we are
• 28:30 - 29:00 forming that high performing team and your team is not based on only the skills that is based on the knowledge is there so that is a leading leading the team with the intellectual team of the intellectuals right so that knowledge worker teams leading is definitely it is a big challenge therefore this paper will be ah helping you um that is the with the help of the tip performance theory that is the how you can handle this type of the situations and can become the successful leader is there so here we find it is
• 29:00 - 29:30 the online knowledge workers members to effectively respond to dynamic changes right and therefore allow them ah actually the first part which you have talk about the inclusive so if inclusion leadership is there so then this type of these issues that will be handled by the leader himself so this will be the practical implications this is the book recommended the rocket model itself and the particular advice for building the high performance team is there and here these all points have been discussed in the details and which you can refer
• 29:30 - 30:00 and and i am sure you will be having the successful team is there these are the references as usual ah and ah for the the the material which has been we have discussed above and simultaneously for you are the further studies i am sure that is the ah when we have traveled through this particular journey right and coming towards the end and this particular developing the high
• 30:00 - 30:30 performance team and this culture development and practices which have been discussed here ah the tips for the high performing team that will help you in your future endeavor so this is our for further readings and thank you [Music] [Music]
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• 31:00 - 31:30 [Music] you