Establishing high performing teams
In today’s business world, success is more about team than individual performance. Real teams are more than just a group of employees, sharing an office, simply doing their work. High performing teams are interdependent and rely on one another to get the job done.
Creating high performing teams is by no means straightforward. We have now covered the forming and storming stages of Bruce Tuckman’s Forming – Storming – Norming – Performing team-development model. The next phase is the most rewarding so far – you’re on your way to achieving those hard worked-for results!
A time of enthusiasm and synergy
Getting everyone through the storming phase was – let’s face it – quite a challenge! Now we’ve reached the norming phase, structure is evolving. Understanding and positivity forms among the team, who respond well to this new working environment. Roles and responsibilities are clear and accepted. Strategic decisions are made by group consideration and smaller decisions can be delegated to individuals or small teams within group.
Enthusiasm, commitment and direction is strong and the team bonds. There is general respect for the leader’s direction and participation.
Keep the enthusiasm alive – provide clear and constant feedback
High performing teams need to know how they are doing in order to stay motivated and to correct performance problems or inefficiencies. Understanding what their success/failure rate is gives them the opportunity to take action to improve.
It is imperative that team members be committed to the shared mission
With the team now mission-driven they, and the business, are performing more effectively because the team members see beyond their individual workload and feel as if they are working for a higher purpose.
With only one goal, the team develops a mutual core purpose. Team members are taking responsibility and have the ambition to achieve the team’s goals.
Synergy is better than my way or your way. It’s our way – Stephen Covey
Encourage your team to challenge
Some individuals may give up their own ideas and agree with others to make the team function – be wary that they are not so focused on preventing conflict that they are reluctant to share controversial ideas. In order to innovate, teams need to be open to considering and constructively criticising existing practices when needed.
I am delighted to report that at TWI we remain individuals in our thinking styles but united in our appreciation of one another’s value to the team!
Next up: the performing phase!
Do YOUR people live to work or work to live?
Latest insights from neuroscience and positive psychology are equipping business leaders across the globe with new techniques to lead and influence others to produce new levels of organisational performance through cross-team collaboration – with astonishing results!
Get the very best from your people…
Join us for a bite-size seminar that offers a guaranteed learning experience and tangible benefits you can apply the minute you return to work.
- The blame game – does your organisation suffer from ownership issues?
- Are we happier at work or at home? The answer might surprise you!
- The praise to criticism ration – get it right!
- Foster change with the perfect performance review
- Leadership mindset – Give your employees permission to fail