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How to Write and Present a Performance Review

The performance review, as a crucial part of performance management, is one of the dreaded exercises of both managers and team members. However, it doesn’t have to be an intimidating, negative situation. In fact, a manager performance review tip by Harvard Business Review is to pointedly keep the conversation positive. By focusing on successes and opportunities for growth, managers can turn the employee performance review into a constructive experience that benefits everyone in the end.

What is Performance Management

Before we approach performance review examples, it’s necessary to establish some definitions to make sure we’re on the same page.

According to UC Berkeley’s Guide to Managing Human Resources, “Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.”

Notice that performance management is more than a performance annual review. The performance evaluation is one component found in many performance management frameworks. In fact, UC Berkeley goes on to specify that the process “includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results.”

By the time managers sit down for the performance review process, they will ideally have already been participating in this ongoing communication method. It will lead to much more valuable results than only engaging in the feedback part of the process.

Types of Performance Management Frameworks

Following are three examples of common performance management frameworks.

The Arm­strong Per­for­mance Man­age­ment Cycle

Michael Armstrong , former Chief Examiner of the Chartered Institute of Personnel and Development, established a performance management framework that many human resources professionals abide by. The Armstrong Performance Management Cycle is a continuous process of improving performance. This is achieved by establishing individual and team goals, working towards the goals, evaluating progress, and developing skills. As seen in the name of this management framework, this process repeats constantly throughout a team or individual’s career at the organization.

Agile Con­tin­u­ous Per­for­mance Management

Another performance management framework example is the agile continuous performance management. What makes the agile performance management system valuable is it’s focus on being continual and holistic. Feedback, which is called “check-ins” under this framework, is given frequently, making it feel more natural for all involved. With ongoing, positive performance management, managers and employees can develop authentic workplace relationships based on the performance improvement and transparency.

International Labor Organization’s Revised Performance Management Framework

The International Labor Organization’s system for managing performance aims to be a flexible process that can be applied to individuals or teams in many different fields and industries. It is also a continuous, comprehensive performance management framework. This cycle is divided into four parts, each focusing on dialogue and constructive feedback. One of the unique features of this management system is the inclusion of feedback from employee to leader.

What is a Performance Review?

The component featured in essentially all performance management frameworks is the giving of feedback. This usually presents itself in the form of a performance review. Other names for the performance review are performance evaluation or performance assessment. As opposed to informal or casual feedback, the performance review is a formal appraisal of an employee and their work during an established time period.

While there are dozens of employee review templates out there, most evaluate overall performance, an employee’s strengths and weaknesses, and opportunities for improvement. Many managers and HR professionals use this regularly scheduled evaluation to set goals, as well.

Performance review templates will vary based on who is assessing whom. Common types of performance reviews include the traditional assessment where a manager evaluates an employee’s performance, the self assessment, team assessment, and leader assessment. Different performance management frameworks will involve a combination of these four.

Employee Assessment

This top-down performance review is usually performed by a direct manager or HR manager. This evaluation is useful for establishing the value of an employee with examples of their performance to back it up. Often the employee assessment is conducted together with a self assessment.

Self Assessment

The self assessment component of a performance review is a helpful opportunity for individuals to reflect upon themselves with regards to their strengths and weaknesses. In order to turn the self assessment into a productive introspection, employees should also consider what they think they can do to improve and grow.

When conducted alongside an employee assessment, answers can be compared to see if managers and employees are on the same page. Any discrepancies can be analyzed and addressed, in order to strengthen the working relationship and understanding of the situation.

Team Assessment

A team assessment differs from an individual employee assessment in that it’s an opportunity to make sure team members are aligned and working well together, as well as progressing towards the team goals.

Leader Assessment

As mentioned in the International Labor Organization’s performance management framework, leader assessments can provide valuable feedback as well. During this assessment team members and employees evaluate their own managers, as well as potentially their manager’s superiors. This is often conducted anonymously, to ensure employees can be honest with their feedback without fear of retaliation.

Key Elements of a Performance Review

Depending on the performance management framework, reviews will have different key elements, but there are elements that all methods share, according to Harvard Business Review and Hubspot .

• Evaluate if job requirements are being met
• Compare strengths and weaknesses
• Highlight areas of improvement
• Evaluate if previously defined goals were met
• Recommend actionable goals
• Welcome employee input

How to Write a Performance Review

We recommend managers use a performance review template to help guide them through each step. Evaluation templates help managers know what to say in a performance review. They provide structure to the review, which makes the process consistent. Employee performance templates also make the review process scalable throughout the team or organization.

Prior to Writing the Performance Review

Harvard Business Review recommends reviewers set expectations early, prior to the official feedback. This involves informing the employee that they will be reviewing them soon, asking the employee for their self assessment, and evaluating employee career aspirations.

When Writing the Performance Review

When sitting down to write the performance review, managers should have supporting documentation to help them direct their evaluation. For example, comparing employee performance and characteristics to the organization’s specified values can help guide the evaluation. Additionally, managers can compare employee performance to the actual description of requirements for their role. This helps keep evaluations realistic and on-track. Finally, it’s a good idea to compare current performance to that of previous employee performance reviews. This gives the manager a bigger picture into employee growth, as well as what achievable goals are.

When writing a performance review, managers can also consult with others, including coworkers, other managers, and subordinates of the employee under review. This is called 360-degree feedback and can help give a manager ideas of what to write.

As far as the career aspirations we recommend requesting from the employee prior to the evaluation, this is useful for framing the review. Not every employee has very high aspirations. The evaluation should align both the organization’s expectations of the employee and their own aspirations.

Delivering the Performance Review

HBR also recommends presenting the performance review to the individual about an hour before their meeting to discuss it. This lets the employee move past any potential emotional responses and prepare rational responses. This will lead to a much more constructive discussion and allow for a more positive plan forward.

Whenever possible, hold the performance review presentation face-to-face to avoid misunderstandings. While a performance review PPT or pdf is beneficial for organizing and visualizing the evaluation, presenting them in person will lead to a richer discussion and more realistic action plans.

For high-performing employees, HR experts recommend focusing on the things they are doing well. After discussing examples of achievements and strengths, the manager can ask the employee their feelings about how things are going. This naturally leads into a conversation about opportunities for growth and improvement.

When delivering feedback to marginal employees, they shouldn’t sugar-coat criticisms or provide meaningless compliments. Instead, reviewers should be straightforward and clear with their message. Discuss what isn’t working, what is working, and what actions need to be adopted to improve. When giving advice for improving, managers should be as specific as possible and provide examples.

How to Present a Performance Review

Here are the most important slides to include in a performance review presentation. Following this performance review example structure will help managers lessen the discomfort of presenting a performance review, by following a clear presentation guide.

Slide 1: Cover Slide

Establish who is reviewing, who is being reviewed, and the date of the performance review. Note that this information is also important since the performance review presentation will probably become part of an ongoing performance documentation.

Slide 2: Table of Contents

Part of the discomfort of performance reviews is the concept of the unknown. For an employee, it’s speculating on what their manager is going to say in the performance review. A clear table of contents will hopefully help ground the employee by showing them clearly what they can expect from the presentation, and in what order.

Slide 3: Evaluate if job requirements are being met

In this PPT slide, the reviewer should compare, side-by-side the job requirements and the actual job performance of their subordinate. This requirement versus performance comparison helps the evaluation stay objective. Provide examples of when the requirements are or are not being successfully met, whenever possible.

Slide 4: Strengths

When presenting employee strengths, be as specific as possible. Explain why this strength matters, an example of when this strength was evident, and what impacts this strength has had. In the presentation, add a list of strengths with or without a short description and/or example, in case the performance review is presented without the accompanying meeting.

If the manager previously asked for a self assessment, add a comparison here between the reviewer’s opinion of the employee strengths and their employee’s opinion.

Slide 5: Achievements

List any specific achievements the employee has made during the performance period.

Slide 6: Highlight areas of improvement

This is another way to frame weaknesses. When presenting areas of improvement, consider what the employee needs to improve, why these areas are necessary to address, how the manager can help the employee improve, and what specific steps are needed to improve. Be specific and provide examples whenever possible.

This is another good slide where managers can compare their evaluation of areas of improvement with the answers employees provided in their self assessment. You can combine these slides with other performance improvement plan templates for PowerPoint and Google Slides.

Slide 7: Evaluate if previously defined goals were met

If this isn’t the first performance review a manager has conducted for an individual, then there will be previously defined goals from former evaluations. On this slide, list the previous goals and add a brief evaluation for each. This will help decide what goals should be checked off, maintained, or adjusted for the next evaluation period, which will be presented in the next slide.

Slide 8: Recommend actionable goals

When presenting goals, we recommend using the SMART formula. SMART goals stands for specific, measurable, attainable, relevant, and time-based. This method of creating goals helps ensure the goal will be achieved as expected.

The goals established in this performance review will most likely be evaluated during the next performance review. As such, the “time-based” aspect of the goal should take this into account.

Slide 9: Welcome employee input

Close the performance review presentation by giving the employee space to talk.

By following this performance review template, reviewers can make sure their evaluation is more than just a meaningless task checked off the list. When done well, the performance review sets the mood for the whole next period, giving both managers and employees a clear guide towards moving forward and achieving their goals more successfully. As far as the tendency for employee evaluations to be uncomfortable situations, follow the advice in this article, practice, and you’ll soon find the valuable potential of a well-presented performance review.

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10 Tips to Help You Boost Team Performance

• 26 Mar 2020

The ability to bring out the best in yourself and others is essential to being a leader who cultivates high-performing teams. According to a study by consulting firm Deloitte , organizations have increasingly shifted from hierarchical to team-based structures to be more agile and efficient. Among those undergoing such transitions, 53 percent have reported a significant increase in performance.

In keeping with this trend, there’s a growing need for leaders and managers who can foster cross-functional collaboration within their organizations and guide colleagues through complex business challenges.

If you want to enable your employees to unleash their potential and help your organization succeed, here are 10 ways to boost your team’s performance.

Access your free e-book today.

How to Improve Team Performance

1. delegate.

To cultivate an effective team, you should know how to delegate . By entrusting team members with key projects and responsibilities, you can make them feel more engaged and valued.

When delegating, play to your employees’ strengths and ensure they have the knowledge and resources to complete their assigned tasks. Be willing to let them fail, too. Coming up short on a project or initiative could serve as a valuable learning experience that spurs continued growth and development.

2. Make Decisions Together

Inviting team members to participate in the decision-making process can lead to innovative solutions you may not have devised yourself.

According to the online course Management Essentials , one of team decision-making’s primary benefits is that it invites “constructive conflict,” in which individuals bring different viewpoints to the group and challenge preconceived notions.

By encouraging debate and considering diverse perspectives, you can stimulate more creative problem-solving , help your team make better decisions, and ensure you’re all striving toward a common goal.

Related: 8 Steps in the Decision-Making Process

3. Don’t Micromanage

One of the top mistakes new and experienced managers make is focusing too much on minute details and micromanaging employees.

Research shows micromanagement is one of the main reasons employees resign, and it can fuel:

• High turnover
• Decreased productivity

To avoid micromanaging , let go of perfectionism and empower your employees to experiment with approaches to completing tasks. By doing so, you can carve out more time to focus on larger organizational objectives and instill a deep sense of trust among your team members.

4. Communicate Effectively

Communication is paramount to team performance. According to a report by the Economist Intelligence Unit , poor communication can lead to a range of negative outcomes, such as:

• A delay or failure to complete projects
• Greater stress levels

When communicating with your employees, be empathetic and actively listen to their thoughts and concerns. This approach to team communication won’t just create a more open, collaborative dynamic but sharpen your emotional intelligence skills .

Related: 8 Essential Leadership Communication Skills

5. Give and Solicit Feedback

Knowing how to deliver feedback effectively is vital when it comes to team leadership. Make it a point to regularly give informal, constructive comments to your employees—rather than waiting for annual review periods—so you can build more robust working relationships with them.

Treat informal evaluations as conversations, and avoid defaulting to blanket statements like “nice job”—your comments should be specific and actionable.

Don’t forget to ask for feedback, too. Your team members’ observations can help identify areas for growth that you can integrate into your leadership development plan .

6. Have a Purpose

Harnessing the power of purpose is a high priority for many businesses—and for good reason. According to a report by EY and the Harvard Business Review , 89 percent of executives believe a sense of shared purpose drives employee satisfaction, and 81 percent think purpose-driven firms deliver higher-quality products and services.

Imbue your team members with a sense of purpose by providing concrete examples of how their individual efforts further your organization’s mission and tie into objectives that make a positive impact on society.

7. Be Authentic

Authenticity is an immensely valuable leadership trait. A study published in the Leadership and Organization Development Journal found that employees' perception of authentic leadership is the top predictor of job satisfaction and can improve work-related attitudes and happiness.

Among authentic leaders' key characteristics is the ability to inspire faith in others. Whether overseeing an organizational change initiative or leading a critical meeting , be honest and transparent with your employees, and leverage your company’s purpose to boost their motivation and achieve alignment.

8. Pursue Clear, Attainable Goals

Setting realistic goals is crucial to your personal and professional growth. It’s also an important step in management processes, such as strategy implementation .

Research by Google shows that one of the hallmarks of a good manager is having a clear vision and strategy for their team. When setting your team’s goals, establish well-defined objectives to work toward. Then, create a roadmap of smaller, actionable tasks that must be done to achieve them.

By breaking the process down into a set of deliverables, you can help your employees feel more motivated and equipped to succeed.

9. Support Professional Development

Encouraging your employees to continue their education and bolster their skills can be a boon to your organization and drive workplace productivity. A report by LinkedIn found that 69 percent of talent development professionals leverage managers and leaders to promote learning initiatives, and 75 percent of employees would take a course suggested by their manager.

As an alternative to programs held in a traditional classroom setting, online courses —such as those offered by Harvard Business School Online —enable employees to broaden their knowledge while juggling the demands of their full-time jobs .

Focus on your own development, too. Taking a management training course can equip you with the know-how and experience to take your career to the next level.

10. Set an Example

Research by consulting firm Gallup shows managers account for 70 percent of the variance in employee engagement scores, underscoring the integral role you can play in influencing your team’s tone and culture.

When facing business challenges, be a role model by staying calm under pressure . Examine history’s most courageous leaders for strategies you can apply to navigate through hardship, such as polar explorer Ernest Shackleton , environmental activist Rachel Carson, and abolitionist Frederick Douglass.

By showing courage and setting an example for your employees, you can forge resilience within yourself and among your team.

Motivating Your Team Toward Success

Strong leadership is vital to team performance. By cultivating a dynamic centered on trust, advocating for your employees, and setting an example in the workplace, you can hone the skills to manage others effectively and enable them to consistently perform and deliver.

Do you want to develop the skills to bring out the best in your team? Download our free e-book on how to become a more effective leader, and explore our online leadership and management courses . Access our flowchart to discover which course is best for you.

This post was updated on February 3, 2023. It was originally published on March 26, 2020.

About the Author

Performance review presentation: A comprehensive guide

Learn to define goals, engage audiences, and deliver lasting impressions.

Raja Bothra

Building presentations

Hey there, presentation enthusiasts!

Welcome to a comprehensive guide on mastering the art of performance review presentations.

I'm your guide today, and we're diving deep into the world of performance evaluations, slides, templates, and the magic of Prezent.

What is a performance review?

Before we jump into the nitty-gritty, let's ensure we're on the same page. A performance review is a formal assessment of an employee's work performance over a set time period, typically conducted by their manager. It identifies strengths and weaknesses, provides feedback, sets future goals, and influences decisions like compensation and promotions. It's a crucial part of employee development, and while it's often annual, the frequency can vary. Now, let's explore how to make the most of this process.

Benefits of performance review presentation

Now that you know what a performance review is, let's talk about why it's crucial. A well-crafted performance review presentation brings several benefits. It's not just about human resources jargon; it's about fostering growth and boosting morale.

Imagine a slide that tells an employee, "You're doing great, and here's how we can make it even better!"

Let's uncover the valuable benefits it brings:

• Enhanced communication: A performance review process serves as a platform for open and honest dialogue between the manager and employee. It transcends mere workplace conversations; it fosters a culture of effective communication and builds trust.
• Increased transparency: Transparency is the cornerstone of a healthy workplace relationship. Through a performance review presentation, the manager shares concrete examples of the employee's work, demystifying the evaluation process and promoting understanding.
• Boosted employee engagement: Engaged employees are the lifeblood of any organization. With feedback and goal-setting at its core, a performance review presentation ppt empowers employees, making them feel more connected and invested in their roles.
• Elevated employee morale: Recognition matters. A performance review presentation acknowledges an employee's achievements and offers pathways for growth. This recognition fosters a sense of value and appreciation, subsequently elevating morale.
• Increased productivity: Clear goals and constructive feedback are catalysts for productivity. A performance review presentation equips employees with the focus and motivation needed to excel in their roles.

Moreover, a performance review presentation also acts as a compass to:

• Identify training and development needs: By pinpointing strengths and weaknesses, managers can create targeted training and development plans, aiding employees in enhancing their skills and knowledge.
• Informed decision-making: Armed with a deep understanding of an employee's performance, managers can make well-informed decisions regarding compensation and promotions.
• Resolution of performance issues: If an employee is grappling with meeting expectations, the performance review presentation serves as an opportunity to diagnose the root cause of the issue and collaboratively develop strategies for improvement.

KPIs and metrics to add in performance review presentation

Key Performance Indicators (KPIs) and metrics are the true stars of your performance review presentation. They're the numbers that tell a compelling story of an employee's journey within your organization. But how do you choose the right ones? Let's dive into the art of KPI selection:

• Alignment with organizational goals: The KPIs and metrics you select should be in perfect harmony with your organization's overarching goals and objectives. Think of them as the compass guiding your presentation towards the most critical aspects of performance. It's about showcasing achievements that matter most to the company's mission.
• Relevance to the employee's role: Tailoring your KPIs and metrics to the employee's specific role is paramount. This customization ensures that your presentation speaks directly to their contributions and responsibilities. It's about highlighting the areas where their efforts make the most significant impact.
• Measurability: Your chosen KPIs and metrics must be measurable and quantifiable. They should provide a clear and concise picture of performance. This measurability empowers you to track progress over time and assess an employee's performance against specific, tangible goals.

Now, let's delve into some concrete examples of KPIs and metrics that could take center stage in your performance review presentation:

• Sales: Consider metrics like the number of new customers acquired, total revenue generated, and the growth of market share. These figures demonstrate the employee's impact on the company's bottom line.
• Customer satisfaction: Metrics such as the Net Promoter Score (NPS) and customer churn rate reveal how well the employee has served and retained customers. Additionally, tracking the time taken to resolve customer support tickets can showcase their responsiveness and service quality.
• Productivity: To gauge productivity, analyze metrics like the number of tasks completed, time taken to complete tasks, and the quality of work delivered. These insights shed light on the employee's efficiency and effectiveness.
• Teamwork: Collaboration and teamwork are often vital. Consider metrics related to how well the employee works with team members, their active participation in meetings, and their willingness to assist others. These factors highlight their contributions to a harmonious work environment.
• Leadership: Leadership skills are critical in many roles. Metrics here could assess their ability to motivate and inspire others, their skill in delegating tasks, and their decision-making prowess.

Additionally, it's valuable to incorporate metrics specific to the employee's role. For example, if they are a software engineer, metrics related to the number of bugs fixed or the development of new features could be particularly relevant.

How to structure an effective performance review presentation

The structure of your performance review presentation is the backbone of a compelling narrative, and it plays a more significant role than you might imagine. Think of it as crafting a well-written story, complete with a captivating beginning, an engaging middle, and a satisfying conclusion. Here's a suggested structure to help you create a presentation that keeps everyone on the edge of their seats:

Introduction

Begin with a warm introduction, both of yourself and the employee. Briefly outline the purpose of the presentation and what you intend to cover during this session. Take a moment to express gratitude for the employee's hard work and their valuable contributions to the team.

Overview of employee's role and responsibilities

Provide a concise overview of the employee's role and responsibilities within the organization. This serves as a critical context-setting step that ensures everyone is on the same page.

Key performance indicators (KPIs) and metrics

Now, let's dive into the heart of the matter – the employee's performance against key performance indicators (KPIs) and metrics. Ensure that each KPI or metric is not just presented but explained comprehensively, providing context that illuminates their significance. Leverage visuals, such as charts and graphs, to present data in a visually engaging and easy-to-understand manner.

Strengths and areas for improvement

Delve into the employee's strengths and areas where there's room for growth. Specificity is key here. Offer real-life examples whenever possible to make your points resonate. Begin with the strengths – this approach fosters a positive and constructive atmosphere for the discussion.

Goals for the next review period

Collaborate with the employee to set clear and SMART goals for the upcoming review period (Specific, Measurable, Achievable, Relevant, Time-bound). Discuss how you, as their manager, can provide support and resources to help them achieve these goals. This section is all about charting the path forward, turning insights into actionable steps.

Summarize the key takeaways from your presentation, reinforcing the most salient points. Express your gratitude once again for the employee's time and attention throughout the presentation. Encourage questions and feedback, fostering an environment of open communication.

With this structured approach, your performance review presentation transforms into a captivating narrative. It guides both you and the employee through a comprehensive discussion of their performance, strengths, growth areas, and goals. It's not just a presentation; it's a journey towards personal and professional development.

Do’s and don'ts on a performance review presentation

Now, let's talk about the do's and don'ts. Every great presentation has a set of rules, and we'll help you navigate them like a pro. From keeping it concise to avoiding wordiness, we've got your back. And remember, humor is a spice; use it wisely!

• Be prepared: Your presentation should flow seamlessly. Practice beforehand to ensure you can deliver it confidently and smoothly.
• Be positive and constructive: Maintain a positive tone throughout. Focus on the employee's strengths and areas for improvement while offering unwavering support.
• Be respectful and open to feedback: Actively listen to the employee's perspective and encourage open dialogue. Respect their viewpoints and be willing to engage in constructive conversation.
• Be concise and to the point: Avoid overwhelming the employee with excessive information. Keep your presentation concise, emphasizing the most critical takeaways.
• Use visuals: Visual aids like charts and graphs can transform complex data into an engaging and easily comprehensible format.
• Invite participation: Create an inclusive environment by inviting the employee to ask questions and provide feedback. It fosters an atmosphere of collaboration and mutual understanding.

Don'ts:

• Don't wing it: Proper preparation is non-negotiable. Take the time to thoroughly prepare your presentation, ensuring that all facts and figures are readily accessible.
• Don't be negative: Maintain a constructive and encouraging tone. While addressing areas for improvement, remember to emphasize support and motivation.
• Don't be closed-minded: Keep an open mind and actively listen to the employee's perspective. Be receptive to their feedback and willing to consider alternative viewpoints.
• Don't overload with information: Less is often more. Avoid overwhelming the employee with excessive details. Focus on the key insights and actionable points.
• Don't forget to use visuals: Visual aids enhance understanding and engagement. Don't miss the opportunity to make your presentation more captivating.
• Don't forget to invite participation: Actively involve the employee in the discussion. Encourage them to ask questions and share their thoughts. Their input is valuable.

Summarizing key takeaways

• Performance reviews assess employee performance and are crucial for growth and development.
• Benefits of performance review presentations include improved communication, transparency, engagement, morale, and productivity.
• KPIs and metrics should align with goals and be measurable.
• Examples of KPIs include sales, customer satisfaction, productivity, teamwork, and leadership.
• Structure your presentation with an introduction, role overview, KPIs, strengths/areas for improvement, goals, and a conclusion.
• Do's: Be prepared, positive, and use visuals; invite participation.
• Don'ts: Don't wing it, be negative, overload with information, or forget to involve the employee.

1. What is a performance review presentation, and how can it benefit my team?

A performance review presentation is a powerful tool that helps organizations assess employee performance and communicate the results effectively. It leverages Prezent, PowerPoint or Google Slides to create visually engaging presentations. Using a performance assessment or appraisal format, you can highlight key areas of improvement and increase your performance graph in the market using this performance review process.

2. Can I find editable performance review templates for PowerPoint and Google Slides?

Yes, you can! Online platform offers customizable templates that are adaptable with Google Slides and PowerPoint slides. These editable templates contain twenty-two slides, making it easy to create a comprehensive presentation deck for your performance evaluations.

3. How does performance review presentation help managers and employees?

Performance review powerpoint presentation slides provide a 360-degree view of an employee's job performance. Managers use this tool to set goals, evaluate quarterly progress, and provide valuable feedback. Employees can use these presentations to understand their current responsibilities and work on much-needed improvements.

4. Are these presentations customizable to suit our specific needs?

Absolutely! Performance review presentation powerpoint templates are fully editable. You can tailor them to match your organization's unique performance goals, assessment forms, and confidential records. Additionally, you can use data-driven charts and visual feedback to enhance data analysis and create impactful presentations.

5. How can I access performance review presentation templates, and in what formats are they available?

You can access these templates on trusted platforms, and they are available in PowerPoint, PDF and Google Slides presentation formats. Each customizable template comes with a variety of slides that highlight key aspects of performance management, such as income statement, profit after tax, and dividend per share. You can also use the table of contents to navigate through the presentation easily.

Create your performance review presentation with Prezent

Prezent streamlines performance review presentations with:

• Templates : Professionally designed templates save time.
• Content guidance : 50+ storylines help structure your presentation.
• Visuals : Access 35,000+ slides and brand-approved designs.
• Collaboration : Real-time sharing for team input.
• Time efficiency : Save time with pre-designed content.
• Compliance : Ensures 100% compliance and document management.
• Overnight service : Submit by 5:30 PM PST, receive a polished presentation by 9:30 AM the next business day.

Prezent simplifies and enhances your performance review process.

So, go ahead, use the power of Prezent, and take your presentations to the next level. Your employees, managers, and stakeholders will thank you!

Now, go forth and present like a pro! Try our free trial or book a demo today!

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Develop a Team Performance Plan in 5 Simple Steps 

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Is your team facing productivity issues? Do you have trouble meeting desired goals? 

In that case, you may benefit from a team performance improvement plan. 

Team performance improvement plans are a reliable way of addressing and fixing issues teams face. 

But, creating such plans is a complex process with many important factors to consider. To help you develop a thorough team performance plan, we’ll cover:

• Team improvement plan basics,
• 5 essential steps to creating a performance plan,
• Performance plan template and example, and
• Expert tips on team performance best practices. 

• A team performance plan helps managers determine and address key performance issues.
• Unlike individual performance plans, a team plan focuses on collective goals and outputs.
• To create an achievable plan, you need to consider outside factors such as employee motivation and client demands.
• Clear goals and objectives ensure the team has a thorough understanding of what’s expected of them. 
• Team performance plans should be assessed by HR before they’re presented to the team.

What is a performance plan?

A performance plan, performance improvement plan, or PIP plan, is an action plan to improve performance at work. Performance plans can be created for both teams and individual employees. 

Unlike individual plans, team performance plans focus on c ollective goals and performance levels a team should reach together . 

CEO of Not the HR Lady, Tara Furiani , explains that a team performance plan consists of a clear and actionable strategy to achieve collective ambition:

“A team performance plan is the strategic game plan for turning a group’s collective ambition into reality. It pinpoints the team’s direction, harnesses the diverse strengths of each member, and lays down a roadmap to achieve set goals. It’s about establishing a clear, actionable path for the team to follow, ensuring every effort contributes to the overarching objectives.”

As a way of improving the workflow, performance plans are a tool for helping teams to overcome recurring performance issues. These plans are developed by team leaders/supervisors/managers and are usually assessed by HR before being presented to the team.

💡 Clockify Pro Tip

For more information and resources on performance review and management, look into these guides: 

8 Performance Review Methods + Tips on Self-Evaluations

• Performance management: Tips for creating an effective framework for your organization

Why is a team performance plan necessary?

A team performance plan helps you identify specific problem areas within the group, the desired level of improvement and lays out guidelines that get the team to achieve the goals easier. 

It’s a step-by-step program that allows individuals to reach their full potential while working towards team goals. And as a result, the team’s improved productivity generates better output for company projects.

Here are some situations where a PIP plan is necessary:

• The team is having difficulty meeting deadlines,
• The team members have problems relaying information to each other, stalling their workflow,
• There is a lack of internal organization,
• The team members appear to be dysfunctional and lack professional communication and teamwork , and
• The team seems lost and unsure of how their output affects the overall company goals.

A proper team improvement plan requires a lot of time and effort. But it’s one of the best ways to maximize performance levels in the workplace. 

If you’re on the lookout for different methods of improving employee performance, you should learn more about workforce management:

• What is workforce management and how it works?

How to write a team performance improvement plan in 5 steps

Creating a high-quality team performance action plan is a serious task. Thankfully, these 5 steps should simplify the whole process!

Step #1: Consider the outside factors

Outside factors may affect your team’s performance. 

For example, you may have been pushing employees to meet clients’ unrealistic demands, making it impossible for them to finish their work on time.

Moreover, if your team seems lackluster or unmotivated, you may have failed to communicate how company goals connect with their work. As a result, workers are unaware of what’s expected of them, which makes them less motivated. 

So, make sure you give the team all the resources and conditions they need to meet the expectations before you start working on the employee improvement plan. 

If you’re looking for ways to motivate your team and inspire them to be more productive, check out these blog posts:

• 10 Fast Ways to Improve Employee Productivity in the Workplace
• Motivation guide: How to get and stay motivated

Step #2: Outline your team’s vision, goals, and objectives 

After eliminating or addressing the outside factors, it’s time to outline your team’s vision . Team vision is what the team needs to improve and how it will reflect on the company as a whole. 

An example of a team’s vision is a big-picture statement, such as having the team complete projects more efficiently, improving communication within the team, or receiving more positive feedback from clients working with the team. 

Then, you’ll need to set goals (the outcomes you’re working towards to achieve the team’s vision) and objectives (specific actions you intend to take to achieve those goals). This will give you clear indicators on which you’ll base your performance reviews. 

Let’s say your goal is: 

Send in reports at the end of each day.

In this case, your objectives would be:

• Track time on each task,
• Formulate a report by 4 p.m., and
• Send in the report by 5 p.m.

Don’t forget to work closely with the whole team on setting goals and objectives. They are the ones who can give you the best estimates regarding task durations, task formulations, most effective communication strategies, etc. Moreover, communicating goals and objectives to your employees will increase transparency and provide them with a clear understanding of their input.

Step #3: Define and modify Key Performance Indicators (KPIs)

Key Performance Indicators ( KPIs ) are measurable values that show how successfully an objective was reached. They help you monitor and modify the team’s objectives as necessary.

Here’s how this works in practice.

Let’s say you phrase your team’s KPI like this:  

Send work reports by 5 p.m.

However, you notice that not everyone’s reports get in on time. Some employees stay overtime and don’t finish their tasks for the day by 5 p.m. Others forget to track their tasks throughout the day. In light of this new development, your KPI target can change to a more specific one:  

Send work reports on finished tasks by 5 p.m. and add a note on in-progress tasks.

However, on top of modifying and adjusting team objectives and KPIs as you monitor your team’s work, you’ll also need to make sure your team is familiar with all the criteria for meeting a specific objective. 

Human Resources Generalist at CAKE.com, Isidora Mirosavljevic , notes that each performance-related criteria, including KPI, should be measurable and clearly communicated: 

“Precise and clear criteria definition creates an environment with little to no ambiguities and helps avoid potential misunderstandings and misinterpretation of the PIP plan.”

This way, you make sure everyone’s on the same page and decrease the chances of not meeting certain objectives simply because your KPIs were not clearly defined.

Learn more about tracking individual employee performance here:

• How to track employee performance (free templates included)

Step #4: Set timeframes

Each objective you intend to include in your team performance plan needs to be time-bound. So, make sure to set both short and long-term deadlines for each of your goals and objectives. This way, you’ll be able to set timeframes for the whole PIP plan. Also, don’t forget to keep to the schedule defined in the plan.

Furthermore, you should set exact times and methods for providing team feedback and updates. Schedule timely and effective meetings so the whole team understands their progress and the feedback you provide. 

However, be prepared to potentially modify the timeframes as the work progresses if you notice the existing ones are inadequate. 

Proper time management helps the whole team achieve their goals more efficiently. Read more about time management here:

• Everything you need to know about time management (+ tips)

Step #5: Monitor team performance

Completing the PIP plan draft and creating a schedule means that your work in managing the team has just begun. You now have to monitor the team’s performance to ensure they’re progressing at the level they’re expected to. 

During a performance plan implementation, monitoring the team usually includes:

• Following the plan’s progress based on whether the KPIs you set have been reached, 
• Making timely changes, and
• Communicating with the team regularly. 

In addition, you should consider the outcome if performance goals and objectives are not reached . This outcome should include clearly defined consequences and further steps.

Looking to improve your own performance at work? Read this blog post:

• 15+ Practical ways to improve work performance

Team performance improvement plan template

The performance plan can be written in many different ways depending on your team’s specific needs. 

However, in general, a team performance improvement form should include:

• The information about the team and the supervisors,
• Plan start and end dates,
• Team vision,
• Objectives (with start and end dates),
• Review and assessment methods (how the project will be tracked),
• Additional support available (such as courses, training, and classes),
• Expected outcome, and
• Outcome if performance goals and objectives are not reached (the consequences and further steps).

To help you out with crafting your team performance plan, we created a template that covers all of the basics. You can add more sections to the form to suit your team’s needs.

You can download this template in PDF. Google Sheets and Docs formats have to be copied. To do that, simply click on the link below and choose the Make a copy option. You can then fill out the performance plan template. 

⏬ Download : Google Sheets • Google Docs • PDF

Performance plan example

If you aren’t sure what a filled-out performance plan should look like, check out this PIP example: 

Best practices for developing a team improvement plan

Drafting a team performance plan is a complex process that includes many different factors outside of the steps we outlined.

To help you with creating a thorough plan for your team, we’ve listed some important things to consider in this process. 

Tip #1: Consult Human Resources

Consulting the HR ensures the performance plan complies with your company’s HR policy and existing agreements. What’s more, HR can give more insight into whether the initial plan is the best course of action or if a different method would suit the team better. 

Global Hiring & Remote Work Advocate at Globy, Vit Koval , explained that HR can help with the technical side of the plan, such as examining the need for the PIP plan and coming up with strategies: 

“Delving into team performance plans from an HR perspective involves understanding their structure, necessity, and effective implementation strategies.”

Consulting HR is especially important after you create a draft of the action plan for performance improvement. They can make sure everything’s in order — that there are no unrealistic goals, or an overabundance of objectives, etc.

If you want to learn more about objectives and key results, check out this guide: 

• OKRs Demystified: A Comprehensive Beginner’s Guide

Tip #2: Set realistic expectations 

When writing KPIs, always include predictions based on the information you have so far. This way, you’ll set realistic expectations for the team and have a fair comparison between the results throughout the plan’s implementation. 

For instance, let’s say it normally takes your design team 4 hours to complete designs for a week’s blog post covers. If you believe they have the resources to complete the designs faster, you can ask them to complete the work within 3.5 hours. Setting the deadline to anything below 3 hours would be an unrealistic expectation and could create frustration within the team. 

Furthermore, modify the plan with observations as you go along. Spotting any details that boost or hinder the team’s performance will be an invaluable resource for the end analysis.

Koval highlights the importance of adjusting the plan to face challenges that arise:

“Be prepared to adjust the plan based on performance data and feedback from team members to address any emerging challenges or opportunities.”

Tip #3: Provide resources

You can help the team’s progress by providing them with learning resources. If you notice a gap in your team’s knowledge, do some research on the best learning resources you can provide them. 

CEO at Kate Walker Consulting, Kate Walker , highlights the importance of giving your team a helping hand including providing them with necessary learning opportunities: 

“Managers should provide the necessary support and resources to help team members succeed. This includes offering training opportunities, removing obstacles, and providing encouragement during challenging times.”

Learning resources can include: 

• Online courses,
• In-company seminars (from their peers),
• Archive of appropriate literature (you can use tools like G-Drive or Dropbox) that is online and shareable to everyone, and
• Collaboration with other experienced team members.

Tip #4: Celebrate the team

Celebrating your team and recognizing their achievements helps them remain committed to achieving the plan’s goals. In fact, based on recent Achievers research , 73% of workers feel more productive when being recognized at work. 

Koval supports this claim and further explains that recognition and rewards boost a team’s morale: 

“Motivating through recognition and reward of team achievements is important and can lift their morale. Celebrating milestones and success helps to continue to institutionalize the value of what the team has accomplished and encourages the maintenance of the standards that allow them to reach a new, higher level.”

Tip #5: Maintain open communication

Your work doesn’t end when the performance improvement plan is written and approved. You have to be there for your team and ensure everybody understands their role. 

CEO and Editor-in-Chief at Venture Smarter, Jon Morgan , believes open communication and listening contribute to increased productivity and a sense of value during the team performance review process: 

“Create an environment in which team members feel comfortable discussing their ideas and concerns. When everyone feels heard and valued, they are more likely to contribute their best ideas and efforts to achieve shared objectives. Effective communication fosters trust and strengthens relationships among team members, paving the way for increased synergy and productivity.”

Set specific hours during which the team members can contact you for a talk. Be ready for mediation, intervene with HR if needed, and provide all the necessary data when asked for it.

Develop a performance plan and easily track the team’s progress

Even though they require time, team performance plans can increase productivity and overall team satisfaction. It goes without saying that a satisfied and productive team is vital for a company’s success. 

Luckily, once you discuss the plan of action with your team and HR, and go through our guide step by step, creating a PIP plan should be a breeze!

If you’re having trouble determining how much time certain tasks require and setting the timeframes, you can instruct your employees to use time tracking software. 

Clockify helps you figure out the exact time workers spend on tasks and projects and allows for an overview of project progress and performance. 

For instance, you can set estimates for task durations within a project and monitor their progress. You can set a manual estimate, which encompasses the whole project, or a task-based estimate, which sums up estimations for each project-related task. 

Once the team begins tracking their time and tasks, you can check their progress based on your estimates. 

Clockify displays the status of each project based on the estimate you entered and the time (both billable and non-billable) that’s already been tracked. 

Marijana Stojanovic is a writer and researcher who specializes in the topics of productivity and time management.

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Managing Team Performance: Overview

Apr 06, 2019

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Managing Team Performance: Overview. Definition and Importance of Teams Types of Teams and Implications for PM Purposes and Challenges of Team PM Including Team Performance in the PM System Rewarding Team Performance. Definition of Team. Two or more people Interact Dynamically

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Managing Team Performance:Overview • Definition and Importance of Teams • Types of Teams and Implications for PM • Purposes and Challenges of Team PM • Including Team Performance in the PM System • Rewarding Team Performance

Definition of Team Two or more people • Interact • Dynamically • Independently • Share common and valued • Goal, Objective or Mission

Importance of Teams • Increased pressure, including global competition • Flexibility in flatter organizations • Complexity of products and services • Rapidly changing business environments

Performance Management & Teams • PM systems should target: • Individual performance • Individual’s contribution to team performance • Performance of entire team

General principles of PM relating to teams • Design and implement best system possible • Consider dangers of poorly implemented system

Managing for Improved Team Performance • Don’t limit team processes with other task or organizational requirements • Provide good team design and organizational support • Give feedback only on processes that the team members can control

Types of Teams • Classified by • Complexity of task • Membership configuration

Complexity of Task ranges from: • Routine • Well defined • Few deviations in how work is done • Outcomes easily assessed - to - • Non-routine • Not defined well • No clear specifications on how to do the work • Outcomes are long term and difficult to assess

Membership Configuration includes • Length of time team expects to work together • Stability of team membership Static Dynamic

Dynamic ° Network Teams ° Project Membership Teams Configuration Static °Work and ServiceTeams Routine Non - Routine Task Complexity Types of Teams Based on Membership Configuration and Task Complexity

Types of Teams • Work or Service Teams • Project Teams • Network Teams

Work or Service Teams • Intact • Routine tasks • Share similar skill sets

Project Teams • Assembled for specific purpose • Tasks outside core product or service • Members from different functional areas

Network Teams • Membership not constrained by • Time or space • Organizational boundaries • Teams may include • Temporary or full-time workers • Customers • Vendors • Consultants • Work is extremely non-routine

Type of Team Work & Service Team Project Team Network Team Type of PM Approach Peer ratings Ongoing measurements Development of competencies Examples of PM Approaches by Type of Team

Purposes of Team PM • Traditional goals of any PM System • Specific to Team performance: • Make all team members accountable • Motivate all team members to have a stake in team performance

Challenges of Team PM • How do we assess relative individual contribution? • How do we balance individual and team performance? • How do we identify individual and team measures of performance?

6 Basic Principles for Designing a PM SystemThat Includes Team Performance • Make sure your team is really a team. • Make the investment to measure. • Define measurement goals clearly. • Use a multi-method approach to measurement. • Focus on process as well as outcomes. • Measure long-term changes.

Performance Management Process (Overview/Review) Prerequisites Performance Planning Performance Execution Performance Renewal and Re-contracting Performance Assessment Performance Review

Prerequisites • Knowledge of mission • Organization • Team • Knowledge of job to be performed by the team, including KSAs

Prerequisites KSAs needed for most teams: • Task • Contextual • Communication • Decision-making • Collaboration • Team leadership • Self-control

Performance Planning • Results expected of the team • Behaviors expected of team members • Developmental objectives to be achieved by team and its members

Team responsibilities Commit to goal achievement Seek feedback from Each other Supervisor Communicate openly & regularly Conduct regular & realistic peer-appraisals Performance Execution

Performance Execution Supervisor responsibilities • Observe and document • Team performance • Relative contribution of team members • Update team on any changes in goals of the organization • Provide resources & reinforcement

Performance Assessment Types of Assessments • Self-appraisals • Peer evaluations • Supervisor evaluation • Outsider appraisals (if appropriate)

Kinds of Performance to be Assessed Individual task performance Individual contextual performance Team performance Performance Assessment

Dimensions of Team Performance to Assess: • Effectiveness • Efficiency • Learning and growth • Team member satisfaction

Performance Review • Two meetings with supervisor or review board • Team meeting • Individual meeting • Emphasis on past, present and future

Team Meeting • Discuss overall team • Performance • Results • Information comes from: • Team members • Other teams/outsiders • Supervisor’s evaluation

Individual Meeting • Discuss how individual behavior contributed to team performance • Information comes from: • Self-appraisal • Peer ratings • Supervisor’s evaluation

Performance Renewal and Re-Contracting • Make adjustments to performance plan • Include plan for individual performance as it affects team functioning

Making Team-based Rewards Effective • All employees should be eligible • Rewards should be • Visible • Contingent • Reversible • Avoid factors which cause reward systems to fail • Consider variable pay systems (in addition to individual bonuses)

Quick Review • Definition and Importance of Teams • Types of Teams and Implications for PM • Purposes and Challenges of Team PM • Including Team Performance in the PM System • Rewarding Team Performance

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What Are Effective Presentation Skills (and How to Improve Them)

Presentation skills are essential for your personal and professional life. Learn about effective presentations and how to boost your presenting techniques.

At least seven out of 10 Americans agree that presentation skills are essential for a successful career [ 1 ]. Although it might be tempting to think that these are skills reserved for people interested in public speaking roles, they're critical in a diverse range of jobs. For example, you might need to brief your supervisor on research results.

Presentation skills are also essential in other scenarios, including working with a team and explaining your thought process, walking clients through project ideas and timelines, and highlighting your strengths and achievements to your manager during performance reviews.

Whatever the scenario, you have very little time to capture your audience’s attention and get your point across when presenting information—about three seconds, according to research [ 2 ]. Effective presentation skills help you get your point across and connect with the people you’re communicating with, which is why nearly every employer requires them.

Understanding what presentation skills are is only half the battle. Honing your presenting techniques is essential for mastering presentations of all kinds and in all settings.

What are presentation skills?

Presentation skills are the abilities and qualities necessary for creating and delivering a compelling presentation that effectively communicates information and ideas. They encompass what you say, how you structure it, and the materials you include to support what you say, such as slides, videos, or images.

You'll make presentations at various times in your life. Examples include:

Making speeches at a wedding, conference, or another event

Making a toast at a dinner or event

Explaining projects to a team 

Delivering results and findings to management teams

Teaching people specific methods or information

Proposing a vote at community group meetings

Pitching a new idea or business to potential partners or investors

Why are presentation skills important? 

Delivering effective presentations is critical in your professional and personal life. You’ll need to hone your presentation skills in various areas, such as when giving a speech, convincing your partner to make a substantial purchase, and talking to friends and family about an important situation.

No matter if you’re using them in a personal or professional setting, these are the skills that make it easier and more effective to convey your ideas, convince or persuade others, and experience success. A few of the benefits that often accompany improving your presentation skills include:

Enriched written and verbal communication skills

Enhanced confidence and self-image

Boosted critical thinking and problem-solving capabilities

Better motivational techniques

Increased leadership skills

Expanded time management, negotiation, and creativity

The better your presenting techniques, the more engaging your presentations will be. You could also have greater opportunities to make positive impacts in business and other areas of your life.

Effective presentation skills

Imagine yourself in the audience at a TED Talk or sitting with your coworkers at a big meeting held by your employer. What would you be looking for in how they deliver their message? What would make you feel engaged?

These are a few questions to ask yourself as you review this list of some of the most effective presentation skills.

Verbal communication

How you use language and deliver messages play essential roles in how your audience will receive your presentation. Speak clearly and confidently, projecting your voice enough to ensure everyone can hear. Think before you speak, pausing when necessary and tailoring the way you talk to resonate with your particular audience.

Body language

Body language combines various critical elements, including posture, gestures, eye contact, expressions, and position in front of the audience. Body language is one of the elements that can instantly transform a presentation that would otherwise be dull into one that's dynamic and interesting.

Voice projection

The ability to project your voice improves your presentation by allowing your audience to hear what you're saying. It also increases your confidence to help settle any lingering nerves while also making your message more engaging. To project your voice, stand comfortably with your shoulders back. Take deep breaths to power your speaking voice and ensure you enunciate every syllable you speak.

How you present yourself plays a role in your body language and ability to project your voice. It also sets the tone for the presentation. Avoid slouching or looking overly tense. Instead, remain open, upright, and adaptable while taking the formality of the occasion into account.

Storytelling

Incorporating storytelling into a presentation is an effective strategy used by many powerful public speakers. It has the power to bring your subject to life and pique the audience’s curiosity. Don’t be afraid to tell a personal story, slowly building up suspense or adding a dramatic moment. And, of course, be sure to end with a positive takeaway to drive your point home.

Active listening

Active listening is a valuable skill all on its own. When you understand and thoughtfully respond to what you hear—whether it's in a conversation or during a presentation—you’ll likely deepen your personal relationships and actively engage audiences during a presentation. As part of your presentation skill set, it helps catch and maintain the audience’s attention, helping them remain focused while minimizing passive response, ensuring the message is delivered correctly, and encouraging a call to action.

Stage presence

During a presentation, projecting confidence can help keep your audience engaged. Stage presence can help you connect with your audience and encourage them to want to watch you. To improve your presence, try amping up your normal demeanor by infusing it with a bit of enthusiasm. Project confidence and keep your information interesting.

Watch your audience as you’re presenting. If you’re holding their attention, it likely means you’re connecting well with them.

Self-awareness

Monitoring your own emotions and reactions will allow you to react well in various situations. It helps you remain personable throughout your presentation and handle feedback well. Self-awareness can help soothe nervousness during presentations, allowing you to perform more effectively.

Writing skills

Writing is a form of presentation. Sharp writing skills can help you master your presentation’s outline to ensure you stay on message and remain clear about your objectives from the beginning until the end. It’s also helpful to have strong writing abilities for creating compelling slides and other visual aids.

Understanding an audience

When you understand your audience's needs and interests, you can design your presentation around them. In turn, you'll deliver maximum value to them and enhance your ability to make your message easy to understand.

Learn more about presentation skills from industry experts at SAP:

How to improve presentation skills

There’s an art to public speaking. Just like any other type of art, this is one that requires practice. Improving your presentation skills will help reduce miscommunications, enhance your time management capabilities, and boost your leadership skills. Here are some ways you can improve these skills:

Work on self-confidence.

When you’re confident, you naturally speak more clearly and with more authority. Taking the time to prepare your presentation with a strong opening and compelling visual aids can help you feel more confident. Other ways to improve your self-confidence include practicing positive self-talk, surrounding yourself with positive people, and avoiding comparing yourself (or your presentation) to others.

Develop strategies for overcoming fear.

Many people are nervous or fearful before giving a presentation. A bad memory of a past performance or insufficient self-confidence can contribute to fear and anxiety. Having a few go-to strategies like deep breathing, practicing your presentation, and grounding can help you transform that fear into extra energy to put into your stage presence.

Learn grounding techniques.

Grounding is any type of technique that helps you steer your focus away from distressing thoughts and keeps you connected with your present self. To ground yourself, stand with your feet shoulder-width apart and imagine you’re a large, mature tree with roots extending deep into the earth—like the tree, you can become unshakable.

Learn how to use presentation tools.

Visual aids and other technical support can transform an otherwise good presentation into a wow-worthy one. A few popular presentation tools include:

Canva: Provides easy-to-design templates you can customize

Powtoon: Animation software that makes video creation fast and easy

PowerPoint: Microsoft's iconic program popular for dynamic marketing and sales presentations

Practice breathing techniques.

Breathing techniques can help quell anxiety, making it easier to shake off pre-presentation jitters and nerves. It also helps relax your muscles and get more oxygen to your brain.  For some pre-presentation calmness, you can take deep breaths, slowly inhaling through your nose and exhaling through your mouth.

While presenting, breathe in through your mouth with the back of your tongue relaxed so your audience doesn't hear a gasping sound. Speak on your exhalation, maintaining a smooth voice.

Gain experience.

The more you practice, the better you’ll become. The more you doanything, the more comfortable you’ll feel engaging in that activity. Presentations are no different. Repeatedly practicing your own presentation also offers the opportunity to get feedback from other people and tweak your style and content as needed.

Tips to help you ace your presentation

Your presentation isn’t about you; it’s about the material you’re presenting. Sometimes, reminding yourself of this ahead of taking center stage can help take you out of your head, allowing you to connect effectively with your audience. The following are some of the many actions you can take on the day of your presentation.

Arrive early.

Since you may have a bit of presentation-related anxiety, it’s important to avoid adding travel stress. Give yourself an abundance of time to arrive at your destination, and take into account heavy traffic and other unforeseen events. By arriving early, you also give yourself time to meet with any on-site technicians, test your equipment, and connect with people ahead of the presentation.

Become familiar with the layout of the room.

Arriving early also gives you time to assess the room and figure out where you want to stand. Experiment with the acoustics to determine how loudly you need to project your voice, and test your equipment to make sure everything connects and appears properly with the available setup. This is an excellent opportunity to work out any last-minute concerns and move around to familiarize yourself with the setting for improved stage presence.

Listen to presenters ahead of you.

When you watch others present, you'll get a feel for the room's acoustics and lighting. You can also listen for any data that’s relevant to your presentation and revisit it during your presentation—this can make the presentation more interactive and engaging.

Use note cards.

Writing yourself a script could provide you with more comfort. To prevent sounding too robotic or disengaged, only include talking points in your note cards in case you get off track. Using note cards can help keep your presentation organized while sounding more authentic to your audience.

Learn to deliver clear and confident presentations with Dynamic Public Speaking from the University of Washington. Build confidence, develop new delivery techniques, and practice strategies for crafting compelling presentations for different purposes, occasions, and audiences.

Article sources

Forbes. “ New Survey: 70% Say Presentation Skills are Critical for Career Success , https://www.forbes.com/sites/carminegallo/2014/09/25/new-survey-70-percent-say-presentation-skills-critical-for-career-success/?sh=619f3ff78890.” Accessed December 7, 2022.

Beautiful.ai. “ 15 Presentation and Public Speaking Stats You Need to Know , https://www.beautiful.ai/blog/15-presentation-and-public-speaking-stats-you-need-to-know. Accessed December 7, 2022.

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More From Forbes

Empowering high-performance teams with the overall team effectiveness framework.

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Nico Röpnack, CEO of Lighthouse Consultings , Expert in Transformation & High-Performance Teams Champion of Operational Excellence.

In the rapidly evolving business landscape, characterized by technological advancements and organizational complexities, the essence of high-performing teams has become increasingly paramount.

The development of the overall team effectiveness (OTE) framework represents a pioneering approach, offering a nuanced tool for enhancing team dynamics. I recently introduced this framework at a management conference in Germany and led a small workshop with 20 people. Drawing on extensive professional insights and inspired by seminal works such as Jeffrey Liker's principles and Harvard Business Review's deep dives into organizational behavior, I developed the OTE framework for cultivating environments conducive to exceptional team performance.

This framework emphasizes four critical dimensions: innovation, decision making, agility and collaboration, each designed to propel teams toward unparalleled success.

1. Innovation

Innovation, the linchpin of competitive advantage, demands a culture where risks are embraced and failures are viewed as milestones towards success. The OTE framework underscores the importance of diversity in thought and the freedom to explore, essential for fostering creativity.

A prime example can be found in Google's "20% time" policy , which empowers employees to dedicate a portion of their workweek to passion projects, leading to breakthrough innovations like Google News.

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With this aspect of the OTE framework, business leaders should evaluate the systemic support for creative endeavors; this challenges organizations to dismantle barriers to innovation such as rigid hierarchical structures and a lack of psychological safety that stifles idea sharing.

2. Decision-Making

Effective decision-making is a hallmark of high-performance teams, blending speed with inclusivity to navigate through uncertainty. The OTE framework examines the mechanisms in place for making collective, informed choices, emphasizing the need for clear communication channels and a shared vision.

For instance, Amazon's "disagree and commit" principle exemplifies a culture that values decisive action after inclusive deliberation, ensuring agility in execution while fostering a sense of unity and purpose.

When focusing on this metric, aim to identify and mitigate common obstacles such as information silos and a prevailing culture of indecision, advocating for an environment where accountability is embraced.

3. Collaboration

At the core of high-performance teams lies an unparalleled capacity for collaboration, transcending departmental boundaries to foster a culture of shared knowledge and mutual growth. The OTE framework places a significant emphasis on the mechanisms and platforms facilitating such collaborative endeavors.

In today's digital age, the increasing reliance on collaborative work management (CWM) platforms underscores the critical need for strategies and tools that enable seamless interaction and integration across various functions within an organization. As CEO of a company that specializes in these tools, I've seen firsthand how offering a versatile environment where teams can not only coordinate tasks and projects but also share insights and lessons learned in real time can be beneficial.

This shift toward comprehensive, digitally-enabled collaboration reflects a broader organizational imperative: to break down silos and cultivate a workspace where information flows freely and collective efforts are amplified.

Through this lens of the OTE framework, I suggest leaders evaluate the organization's commitment to fostering cross-departmental collaboration. Make sure you understand the importance of adopting technologies that enhance connectivity and streamline collaborative processes. By addressing the barriers to effective teamwork, organizations can unlock new dimensions of performance, driving innovation and achieving strategic goals with unprecedented cohesion and efficiency.

Agility in the contemporary business context signifies the capacity to swiftly adapt and pivot in response to emerging challenges and opportunities. The OTE framework's agility dimension is inspired by agile development methodologies , advocating for flat team structures that enhance responsiveness.

The success of Spotify's squad model , which organizes teams around specific features or products, illustrates the effectiveness of empowering small, cross-functional teams to operate with autonomy, thereby accelerating product development cycles. When considering this component of the OTE, assess the organization's procedural and cultural flexibility, aiming to overcome bureaucratic inertia and resistance to change.

The OTE framework can be a comprehensive tool for diagnosing and enhancing the elements that underpin high-performing teams. By meticulously assessing innovation, decision-making, agility and collaboration, organizations are equipped to foster an environment where teams can truly excel.

As businesses navigate the complexities of the modern workplace, I've found the OTE framework offers a blueprint for building resilient, innovative and cohesive teams capable of achieving extraordinary outcomes. Embrace the OTE framework and embark on a transformative journey towards cultivating high-performance teams within your organization. Discover the potential that lies in a strategic, data-informed approach to team development.

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• 5 Steps to Getting Started with Llama 2
• The Llama Ecosystem: Past, Present, and Future
• Introducing Code Llama, a state-of-the-art large language model for coding
• Meta and Microsoft Introduce the Next Generation of Llama
• Today, we’re introducing Meta Llama 3, the next generation of our state-of-the-art open source large language model.
• Llama 3 models will soon be available on AWS, Databricks, Google Cloud, Hugging Face, Kaggle, IBM WatsonX, Microsoft Azure, NVIDIA NIM, and Snowflake, and with support from hardware platforms offered by AMD, AWS, Dell, Intel, NVIDIA, and Qualcomm.
• We’re dedicated to developing Llama 3 in a responsible way, and we’re offering various resources to help others use it responsibly as well. This includes introducing new trust and safety tools with Llama Guard 2, Code Shield, and CyberSec Eval 2.
• In the coming months, we expect to introduce new capabilities, longer context windows, additional model sizes, and enhanced performance, and we’ll share the Llama 3 research paper.
• Meta AI, built with Llama 3 technology, is now one of the world’s leading AI assistants that can boost your intelligence and lighten your load—helping you learn, get things done, create content, and connect to make the most out of every moment. You can try Meta AI here .

Today, we’re excited to share the first two models of the next generation of Llama, Meta Llama 3, available for broad use. This release features pretrained and instruction-fine-tuned language models with 8B and 70B parameters that can support a broad range of use cases. This next generation of Llama demonstrates state-of-the-art performance on a wide range of industry benchmarks and offers new capabilities, including improved reasoning. We believe these are the best open source models of their class, period. In support of our longstanding open approach, we’re putting Llama 3 in the hands of the community. We want to kickstart the next wave of innovation in AI across the stack—from applications to developer tools to evals to inference optimizations and more. We can’t wait to see what you build and look forward to your feedback.

Our goals for Llama 3

With Llama 3, we set out to build the best open models that are on par with the best proprietary models available today. We wanted to address developer feedback to increase the overall helpfulness of Llama 3 and are doing so while continuing to play a leading role on responsible use and deployment of LLMs. We are embracing the open source ethos of releasing early and often to enable the community to get access to these models while they are still in development. The text-based models we are releasing today are the first in the Llama 3 collection of models. Our goal in the near future is to make Llama 3 multilingual and multimodal, have longer context, and continue to improve overall performance across core LLM capabilities such as reasoning and coding.

State-of-the-art performance

Our new 8B and 70B parameter Llama 3 models are a major leap over Llama 2 and establish a new state-of-the-art for LLM models at those scales. Thanks to improvements in pretraining and post-training, our pretrained and instruction-fine-tuned models are the best models existing today at the 8B and 70B parameter scale. Improvements in our post-training procedures substantially reduced false refusal rates, improved alignment, and increased diversity in model responses. We also saw greatly improved capabilities like reasoning, code generation, and instruction following making Llama 3 more steerable.

*Please see evaluation details for setting and parameters with which these evaluations are calculated.

In the development of Llama 3, we looked at model performance on standard benchmarks and also sought to optimize for performance for real-world scenarios. To this end, we developed a new high-quality human evaluation set. This evaluation set contains 1,800 prompts that cover 12 key use cases: asking for advice, brainstorming, classification, closed question answering, coding, creative writing, extraction, inhabiting a character/persona, open question answering, reasoning, rewriting, and summarization. To prevent accidental overfitting of our models on this evaluation set, even our own modeling teams do not have access to it. The chart below shows aggregated results of our human evaluations across of these categories and prompts against Claude Sonnet, Mistral Medium, and GPT-3.5.

Preference rankings by human annotators based on this evaluation set highlight the strong performance of our 70B instruction-following model compared to competing models of comparable size in real-world scenarios.

Our pretrained model also establishes a new state-of-the-art for LLM models at those scales.

To develop a great language model, we believe it’s important to innovate, scale, and optimize for simplicity. We adopted this design philosophy throughout the Llama 3 project with a focus on four key ingredients: the model architecture, the pretraining data, scaling up pretraining, and instruction fine-tuning.

Model architecture

In line with our design philosophy, we opted for a relatively standard decoder-only transformer architecture in Llama 3. Compared to Llama 2, we made several key improvements. Llama 3 uses a tokenizer with a vocabulary of 128K tokens that encodes language much more efficiently, which leads to substantially improved model performance. To improve the inference efficiency of Llama 3 models, we’ve adopted grouped query attention (GQA) across both the 8B and 70B sizes. We trained the models on sequences of 8,192 tokens, using a mask to ensure self-attention does not cross document boundaries.

Training data

To train the best language model, the curation of a large, high-quality training dataset is paramount. In line with our design principles, we invested heavily in pretraining data. Llama 3 is pretrained on over 15T tokens that were all collected from publicly available sources. Our training dataset is seven times larger than that used for Llama 2, and it includes four times more code. To prepare for upcoming multilingual use cases, over 5% of the Llama 3 pretraining dataset consists of high-quality non-English data that covers over 30 languages. However, we do not expect the same level of performance in these languages as in English.

To ensure Llama 3 is trained on data of the highest quality, we developed a series of data-filtering pipelines. These pipelines include using heuristic filters, NSFW filters, semantic deduplication approaches, and text classifiers to predict data quality. We found that previous generations of Llama are surprisingly good at identifying high-quality data, hence we used Llama 2 to generate the training data for the text-quality classifiers that are powering Llama 3.

We also performed extensive experiments to evaluate the best ways of mixing data from different sources in our final pretraining dataset. These experiments enabled us to select a data mix that ensures that Llama 3 performs well across use cases including trivia questions, STEM, coding, historical knowledge, etc.

Scaling up pretraining

To effectively leverage our pretraining data in Llama 3 models, we put substantial effort into scaling up pretraining. Specifically, we have developed a series of detailed scaling laws for downstream benchmark evaluations. These scaling laws enable us to select an optimal data mix and to make informed decisions on how to best use our training compute. Importantly, scaling laws allow us to predict the performance of our largest models on key tasks (for example, code generation as evaluated on the HumanEval benchmark—see above) before we actually train the models. This helps us ensure strong performance of our final models across a variety of use cases and capabilities.

We made several new observations on scaling behavior during the development of Llama 3. For example, while the Chinchilla-optimal amount of training compute for an 8B parameter model corresponds to ~200B tokens, we found that model performance continues to improve even after the model is trained on two orders of magnitude more data. Both our 8B and 70B parameter models continued to improve log-linearly after we trained them on up to 15T tokens. Larger models can match the performance of these smaller models with less training compute, but smaller models are generally preferred because they are much more efficient during inference.

To train our largest Llama 3 models, we combined three types of parallelization: data parallelization, model parallelization, and pipeline parallelization. Our most efficient implementation achieves a compute utilization of over 400 TFLOPS per GPU when trained on 16K GPUs simultaneously. We performed training runs on two custom-built 24K GPU clusters . To maximize GPU uptime, we developed an advanced new training stack that automates error detection, handling, and maintenance. We also greatly improved our hardware reliability and detection mechanisms for silent data corruption, and we developed new scalable storage systems that reduce overheads of checkpointing and rollback. Those improvements resulted in an overall effective training time of more than 95%. Combined, these improvements increased the efficiency of Llama 3 training by ~three times compared to Llama 2.

Instruction fine-tuning

To fully unlock the potential of our pretrained models in chat use cases, we innovated on our approach to instruction-tuning as well. Our approach to post-training is a combination of supervised fine-tuning (SFT), rejection sampling, proximal policy optimization (PPO), and direct preference optimization (DPO). The quality of the prompts that are used in SFT and the preference rankings that are used in PPO and DPO has an outsized influence on the performance of aligned models. Some of our biggest improvements in model quality came from carefully curating this data and performing multiple rounds of quality assurance on annotations provided by human annotators.

Learning from preference rankings via PPO and DPO also greatly improved the performance of Llama 3 on reasoning and coding tasks. We found that if you ask a model a reasoning question that it struggles to answer, the model will sometimes produce the right reasoning trace: The model knows how to produce the right answer, but it does not know how to select it. Training on preference rankings enables the model to learn how to select it.

Building with Llama 3

Our vision is to enable developers to customize Llama 3 to support relevant use cases and to make it easier to adopt best practices and improve the open ecosystem. With this release, we’re providing new trust and safety tools including updated components with both Llama Guard 2 and Cybersec Eval 2, and the introduction of Code Shield—an inference time guardrail for filtering insecure code produced by LLMs.

We’ve also co-developed Llama 3 with torchtune , the new PyTorch-native library for easily authoring, fine-tuning, and experimenting with LLMs. torchtune provides memory efficient and hackable training recipes written entirely in PyTorch. The library is integrated with popular platforms such as Hugging Face, Weights & Biases, and EleutherAI and even supports Executorch for enabling efficient inference to be run on a wide variety of mobile and edge devices. For everything from prompt engineering to using Llama 3 with LangChain we have a comprehensive getting started guide and takes you from downloading Llama 3 all the way to deployment at scale within your generative AI application.

A system-level approach to responsibility

We have designed Llama 3 models to be maximally helpful while ensuring an industry leading approach to responsibly deploying them. To achieve this, we have adopted a new, system-level approach to the responsible development and deployment of Llama. We envision Llama models as part of a broader system that puts the developer in the driver’s seat. Llama models will serve as a foundational piece of a system that developers design with their unique end goals in mind.

Instruction fine-tuning also plays a major role in ensuring the safety of our models. Our instruction-fine-tuned models have been red-teamed (tested) for safety through internal and external efforts. ​​Our red teaming approach leverages human experts and automation methods to generate adversarial prompts that try to elicit problematic responses. For instance, we apply comprehensive testing to assess risks of misuse related to Chemical, Biological, Cyber Security, and other risk areas. All of these efforts are iterative and used to inform safety fine-tuning of the models being released. You can read more about our efforts in the model card .

Llama Guard models are meant to be a foundation for prompt and response safety and can easily be fine-tuned to create a new taxonomy depending on application needs. As a starting point, the new Llama Guard 2 uses the recently announced MLCommons taxonomy, in an effort to support the emergence of industry standards in this important area. Additionally, CyberSecEval 2 expands on its predecessor by adding measures of an LLM’s propensity to allow for abuse of its code interpreter, offensive cybersecurity capabilities, and susceptibility to prompt injection attacks (learn more in our technical paper ). Finally, we’re introducing Code Shield which adds support for inference-time filtering of insecure code produced by LLMs. This offers mitigation of risks around insecure code suggestions, code interpreter abuse prevention, and secure command execution.

With the speed at which the generative AI space is moving, we believe an open approach is an important way to bring the ecosystem together and mitigate these potential harms. As part of that, we’re updating our Responsible Use Guide (RUG) that provides a comprehensive guide to responsible development with LLMs. As we outlined in the RUG, we recommend that all inputs and outputs be checked and filtered in accordance with content guidelines appropriate to the application. Additionally, many cloud service providers offer content moderation APIs and other tools for responsible deployment, and we encourage developers to also consider using these options.

Deploying Llama 3 at scale

Llama 3 will soon be available on all major platforms including cloud providers, model API providers, and much more. Llama 3 will be everywhere .

Our benchmarks show the tokenizer offers improved token efficiency, yielding up to 15% fewer tokens compared to Llama 2. Also, Group Query Attention (GQA) now has been added to Llama 3 8B as well. As a result, we observed that despite the model having 1B more parameters compared to Llama 2 7B, the improved tokenizer efficiency and GQA contribute to maintaining the inference efficiency on par with Llama 2 7B.

For examples of how to leverage all of these capabilities, check out Llama Recipes which contains all of our open source code that can be leveraged for everything from fine-tuning to deployment to model evaluation.

What’s next for Llama 3?

The Llama 3 8B and 70B models mark the beginning of what we plan to release for Llama 3. And there’s a lot more to come.

Our largest models are over 400B parameters and, while these models are still training, our team is excited about how they’re trending. Over the coming months, we’ll release multiple models with new capabilities including multimodality, the ability to converse in multiple languages, a much longer context window, and stronger overall capabilities. We will also publish a detailed research paper once we are done training Llama 3.

To give you a sneak preview for where these models are today as they continue training, we thought we could share some snapshots of how our largest LLM model is trending. Please note that this data is based on an early checkpoint of Llama 3 that is still training and these capabilities are not supported as part of the models released today.

We’re committed to the continued growth and development of an open AI ecosystem for releasing our models responsibly. We have long believed that openness leads to better, safer products, faster innovation, and a healthier overall market. This is good for Meta, and it is good for society. We’re taking a community-first approach with Llama 3, and starting today, these models are available on the leading cloud, hosting, and hardware platforms with many more to come.

Try Meta Llama 3 today

We’ve integrated our latest models into Meta AI, which we believe is the world’s leading AI assistant. It’s now built with Llama 3 technology and it’s available in more countries across our apps.

You can use Meta AI on Facebook, Instagram, WhatsApp, Messenger, and the web to get things done, learn, create, and connect with the things that matter to you. You can read more about the Meta AI experience here .

Visit the Llama 3 website to download the models and reference the Getting Started Guide for the latest list of all available platforms.

You’ll also soon be able to test multimodal Meta AI on our Ray-Ban Meta smart glasses.

As always, we look forward to seeing all the amazing products and experiences you will build with Meta Llama 3.

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High-performing teams: A timeless leadership topic

The value of a high-performing team has long been recognized. It’s why savvy investors in start-ups often value the quality of the team and the interaction of the founding members more than the idea itself. It’s why 90 percent of investors think the quality of the management team is the single most important nonfinancial factor when evaluating an IPO. And it’s why there is a 1.9 times increased likelihood of having above-median financial performance when the top team is working together toward a common vision. 1 1. Scott Keller and Mary Meaney, Leading Organization: Ten Timeless Truths , New York, NY: Bloomsbury, 2017. “No matter how brilliant your mind or strategy, if you’re playing a solo game, you’ll always lose out to a team,” is the way Reid Hoffman, LinkedIn cofounder, sums it up. Basketball legend Michael Jordan slam dunks the same point: “Talent wins games, but teamwork and intelligence win championships.”

The topic’s importance is not about to diminish as digital technology reshapes the notion of the workplace and how work gets done. On the contrary, the leadership role becomes increasingly demanding as more work is conducted remotely, traditional company boundaries become more porous, freelancers more commonplace, and partnerships more necessary. And while technology will solve a number of the resulting operational issues, technological capabilities soon become commoditized.

Cutting through the clutter of management advice

Every year, more than 10,000 business books are published, and that’s before you add in hundreds of thousands of articles, blogs, and video lectures. The demand for good advice is clear, but how can senior executives identify what really matters in this mountain of guidance? Our book, Leading Organizations: Ten Timeless Truths , seeks to answer this question by addressing a set of timeless corporate leadership topics—those with which every leader has grappled in the past and will do so in the future. One of the lenses we used to determine this was to look at all the articles published in the Harvard Business Review between 1976 and 2016 on different aspects of organizational leadership, and how the amount of coverage of each varied (exhibit). Top teams was number eight on a list dominated by talent, decision making and design, and culture and change—topics that reflect our own experience of what leaders struggle with, judging by McKinsey’s client-engagement records dating back some 70 years.

Building a team remains as tough as ever. Energetic, ambitious, and capable people are always a plus, but they often represent different functions, products, lines of business, or geographies and can vie for influence, resources, and promotion. Not surprisingly then, top-team performance is a timeless business preoccupation. (See sidebar “Cutting through the clutter of management advice,” which lists top-team performance as one of the top ten business topics of the past 40 years, as discussed in our book, Leading Organizations: Ten Timeless Truths .)

Amid the myriad sources of advice on how to build a top team, here are some ideas around team composition and team dynamics that, in our experience, have long proved their worth.

Team composition

Team composition is the starting point. The team needs to be kept small—but not too small—and it’s important that the structure of the organization doesn’t dictate the team’s membership. A small top team—fewer than six, say—is likely to result in poorer decisions because of a lack of diversity , and slower decision making because of a lack of bandwidth. A small team also hampers succession planning, as there are fewer people to choose from and arguably more internal competition. Research also suggests that the team’s effectiveness starts to diminish if there are more than ten people on it. Sub-teams start to form, encouraging divisive behavior. Although a congenial, “here for the team” face is presented in team meetings, outside of them there will likely be much maneuvering. Bigger teams also undermine ownership of group decisions, as there isn’t time for everyone to be heard.

Stay current on your favorite topics

Beyond team size,  CEOs should consider what complementary skills and attitudes each team member brings to the table. Do they recognize the improvement opportunities? Do they feel accountable for the entire company’s success, not just their own business area? Do they have the energy to persevere if the going gets tough? Are they good role models? When CEOs ask these questions, they often realize how they’ve allowed themselves to be held hostage by individual stars who aren’t team players, how they’ve become overly inclusive to avoid conflict, or how they’ve been saddled with team members who once were good enough but now don’t make the grade. Slighting some senior executives who aren’t selected may be unavoidable if the goal is better, faster decisions, executed with commitment.

Of course, large organizations often can’t limit the top team to just ten or fewer members. There is too much complexity to manage and too much work to be done. The CEO of a global insurance company found himself with 18 direct reports spread around the globe who, on their videoconference meetings, could rarely discuss any single subject for more than 30 minutes because of the size of the agenda. He therefore formed three top teams, one that focused on strategy and the long-term health of the company, another that handled shorter-term performance and operational issues, and a third that tended to a number of governance, policy, and people-related issues. Some executives, including the CEO, sat on each. Others were only on one. And some team members chosen weren’t even direct reports but from the next level of management down, as the CEO recognized the importance of having the right expertise in the room, introducing new people with new ideas, and coaching the next generation of leaders.

Would you like to learn more about our People & Organizational Performance Practice ?

Team dynamics.

It’s one thing to get the right team composition. But only when people start working together does the character of the team itself begin to be revealed, shaped by team dynamics that enable it to achieve either great things or, more commonly, mediocrity.

Consider the 1992 roster of the US men’s Olympic basketball team, which had some of the greatest players in the history of the sport, among them Charles Barkley, Larry Bird, Patrick Ewing, Magic Johnson, Michael Jordan, Karl Malone, and Scottie Pippen. Merely bringing together these players didn’t guarantee success. During their first month of practice, indeed, the “Dream Team” lost to a group of college players by eight points in a scrimmage. “We didn’t know how to play with each other,” Scottie Pippen said after the defeat. They adjusted, and the rest is history. The team not only won the 1992 Olympic gold but also dominated the competition, scoring over 100 points in every game.

What is it that makes the difference between a team of all stars and an all-star team? Over the past decade, we’ve asked more than 5,000 executives to think about their “peak experience” as a team member and to write down the word or words that describe that environment. The results are remarkably consistent and reveal three key dimensions of great teamwork. The first is alignment on direction, where there is a shared belief about what the company is striving toward and the role of the team in getting there. The second is high-quality interaction, characterized by trust, open communication, and a willingness to embrace conflict. The third is a strong sense of renewal, meaning an environment in which team members are energized because they feel they can take risks, innovate, learn from outside ideas, and achieve something that matters—often against the odds.

So the next question is, how can you re-create these same conditions in every top team?

Getting started

The starting point is to gauge where the team stands on these three dimensions, typically through a combination of surveys and interviews with the team, those who report to it, and other relevant stakeholders. Such objectivity is critical because team members often fail to recognize the role they themselves might be playing in a dysfunctional team.

Leading Organizations: Ten Timeless Truths

Read more about the most challenging organizational issues leaders face, and practical steps to address them, in our new book.

While some teams have more work to do than others, most will benefit from a program that purposefully mixes offsite workshops with on-the-job practice. Offsite workshops typically take place over two or more days. They build the team first by doing real work together and making important business decisions, then taking the time to reflect on team dynamics.

The choice of which problems to tackle is important. One of the most common complaints voiced by members of low-performing teams is that too much time is spent in meetings. In our experience, however, the real issue is not the time but the content of meetings. Top-team meetings should address only those topics that need the team’s collective, cross-boundary expertise, such as corporate strategy, enterprise-resource allocation, or how to capture synergies across business units. They need to steer clear of anything that can be handled by individual businesses or functions, not only to use the top team’s time well but to foster a sense of purpose too.

The reflective sessions concentrate not on the business problem per se, but on how the team worked together to address it. For example, did team members feel aligned on what they were trying to achieve? Did they feel excited about the conclusions reached? If not, why? Did they feel as if they brought out the best in one another? Trust deepens regardless of the answers. It is the openness that matters. Team members often become aware of the unintended consequences of their behavior. And appreciation builds of each team member’s value to the team, and of how diversity of opinion need not end in conflict. Rather, it can lead to better decisions.

The ‘bike-shed effect,’ a common pitfall for team effectiveness

Many teams benefit from having an impartial observer in their initial sessions to help identify and improve team dynamics. An observer can, for example, point out when discussion in the working session strays into low-value territory. We’ve seen top teams spend more time deciding what should be served for breakfast at an upcoming conference than the real substance of the agenda (see sidebar “The ‘bike-shed effect,’ a common pitfall for team effectiveness”). One CEO, speaking for five times longer than other team members, was shocked to be told he was blocking discussion. And one team of nine that professed to being aligned with the company’s top 3 priorities listed no fewer than 15 between them when challenged to write them down.

Back in the office

Periodic offsite sessions will not permanently reset a team’s dynamics. Rather, they help build the mind-sets and habits that team members need to first observe then to regulate their behavior when back in the office. Committing to a handful of practices can help. For example, one Latin American mining company we know agreed to the following:

• A “yellow card,” which everyone carried and which could be produced to safely call out one another on unproductive behavior and provide constructive feedback, for example, if someone was putting the needs of his or her business unit over those of the company, or if dialogue was being shut down. Some team members feared the system would become annoying, but soon recognized its power to check unhelpful behavior.
• An electronic polling system during discussions to gauge the pulse of the room efficiently (or, as one team member put it, “to let us all speak at once”), and to avoid group thinking. It also proved useful in halting overly detailed conversations and refocusing the group on the decision at hand.
• A rule that no more than three PowerPoint slides could be shared in the room so as to maximize discussion time. (Brief pre-reads were permitted.)

After a few months of consciously practicing the new behavior in the workplace, a team typically reconvenes offsite to hold another round of work and reflection sessions. The format and content will differ depending on progress made. For example, one North American industrial company that felt it was lacking a sense of renewal convened its second offsite in Silicon Valley, where the team immersed itself in learning about innovation from start-ups and other cutting-edge companies. How frequently these offsites are needed will differ from team to team. But over time, the new behavior will take root, and team members will become aware of team dynamics in their everyday work and address them as required.

In our experience, those who make a concerted effort to build a high-performing team can do so well within a year, even when starting from a low base. The initial assessment of team dynamics at an Australian bank revealed that team members had resorted to avoiding one another as much as possible to avoid confrontation, though unsurprisingly the consequences of the unspoken friction were highly visible. Other employees perceived team members as insecure, sometimes even encouraging a view that their division was under siege. Nine months later, team dynamics were unrecognizable. “We’ve come light years in a matter of months. I can’t imaging going back to the way things were,” was the CEO’s verdict. The biggest difference? “We now speak with one voice.”

Hard as you might try at the outset to compose the best team with the right mix of skills and attitudes, creating an environment in which the team can excel will likely mean changes in composition as the dynamics of the team develop. CEOs and other senior executives may find that some of those they felt were sure bets at the beginning are those who have to go. Other less certain candidates might blossom during the journey.

There is no avoiding the time and energy required to build a high-performing team. Yet our research suggests that executives are five times more productive when working in one than they are in an average one. CEOs and other senior executives should feel reassured, therefore, that the investment will be worth the effort. The business case for building a dream team is strong, and the techniques for building one proven.

Scott Keller  is a senior partner in McKinsey’s Southern California office, and  Mary Meaney is a senior partner in the Paris office.

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