Developing High-Performing Teams

High performing teams may be more likely to display the following characteristics;

• Diversity. Modern global business requires for organisations to operate within a variety of work environments. A broad mix of individuals within teams can help organisations to prepare for the associated challenges.

• A shared vision:  With a clear goal in mind for the team as a whole, individual members are able to establish a clear line of sight between their specific day-to-day responsibilities and the broader, long-term objectives of the business.

• The right mix:  What complementary skills and attitudes does each team member bring to the table? High-performing teams may well consist of highly capable individuals, but it is crucial that they are able to work effectively with others.

• Inspirational Team Leaders: Leaders of high-performing teams show a propensity to pull, rather than push. A followership is created by their ability to inspire team members.

• High Standards: The high standards set by individuals, coupled with leaders that stretch goals, will create an intrinsic drive within a team to accomplish challenging goals and to over deliver on services.

Development Approaches

Two things should be determined at the onset of a team development programme; what does a high-performing team in a particular environment look like and what is the current state of the team in question.

The starting point can typically be determined through a combination of surveys and interviews with a team and its leadership. This process is crucial as it determines what 'success' and 'high-performance' looks like to different stakeholders. This supports the creation of a common vision to aim towards. Having determined where a team wants to go, the next stage determines where a team currently is. This can involve on-site and off-site observations and some detailed self-reflection and feedback, shared between team members.

Self-reflection is a humbling process. It's essential to find out why you think, say and do certain things. Then improve them.

Self-reflection and feedback sessions concentrate on how people feel they perform as individuals and work together as a team. This process increases trust between team members and appreciation of each other's value to the team. Having determined where a team really is, a route map can be created, to assist a team to improve and to step closer to its own vision of high-performing.

Plan. Prepare. Perform