In any business, whether it be in technology, financial services, oil and gas, government, or non-profit, people make the difference. And people make the difference when they function as a team, but only if they function as a high-performing team. One of the most indefinable outcomes I see in business is the outcome of crafting a high-performing team. Why is this so? Surely if it was easy to do, then every leader would do it. Correct?

A high-performing team, in my opinion, can only start with high-performing individuals, who have an assured awareness of themselves and the importance that others can bring. High-performing teams have a number of interesting characteristics and are clear on what they are trying to achieve, how they are going to accomplish their objectives, and why they want to attain their objectives.

So for leaders, the key steps necessary to promote and develop high performing teams is:

  1.     To start with the structure or frame of the team;
  2.     To build and foster individual work style, awareness and motivation; and
  3.     To help the team define the characteristics and behaviors that truly make for a high-performing team, which attains its goals in spite of organisational barriers and opposition.

 

General consensus and research shows that a high-performing team is defined as a team that:

  •          Recognizes with the organisation’s beliefs and values as to why the company exists;
  •          Understands and exhibits a “systems approach” in defining performance to support strategy;
  •          Comprehends and demonstrates how to build deep and multi-level trust;
  •          Has individuals who are zealously loyal to the team and its objectives;
  •          Is culturally aware, adaptive and flexible in leveraging constructive conflict;
  •          Pays attention on the right metrics and goals to create the successful outcome the team desires; and
  •          Holds self and each member of the team accountable for their actions and deliverables.

 

A high-performing team needs three areas of clarity to commence and to achieve success:

  1. Clarity on the team task, resources, and goals of the team;
  2. Clarity of the team process or how the team will work together; and
  3. Clarity around the team dynamics or how the team will act toward one another.

 

To be continued . . .

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