Tag Archives: teams

A Closer Look at High Performing Teams

high performing team

Spring boarding off of recent posts that focused on workplace relationships, and building on a point made in our previous post that nothing brings to light the quality of relationships more than in the workings of a team, today’s focus is on building high-performing teams.

Building high performing teams can bring about significant gains – gains that go beyond those typically achieved by individuals — and for good reasons:

  • It is nearly impossible for a single person to possess the same amount of knowledge and experience that a high performing team possesses
  • The exchange of ideas leads to new thinking and innovation
  • The involvement of multiple people in decision-making strengthens commitment levels
  • A team environment provides mutual support and a sense of belonging

Yet virtually every organization we’ve encountered struggles with developing teams. Many teams are dysfunctional; they take too long to accomplish tasks, the work is filled with errors and waste, the costs are excessive and turf wars abound.

Based on our work with thousands of teams, there are eight key attributes associated with high performing teams:

  1. Work on what matters
  2. Create the “right” structure, including sponsor, leader, facilitator and members, all with clear roles
  3. Create a team charter
  4. Manage team meetings effectively
  5. Follow a defined methodology for problem solving and continuous improvement
  6. Monitor and improve teamwork skills
  7. Share accountability
  8. Recognize and publicize accomplishment

Teams & The “R Factor”

team

While the quality of relationships can be observed and evaluated within one-on-one interactions as discussed in our previous two posts, nothing brings to light the quality of relationships more than in the workings of a team.

Teams have become the primary and core structure for getting work done and it would be difficult to find an organization which does not have “teamwork” as a fundamental value.

This is highly logical when you consider that it is nearly impossible for a single person to possess the same amount of knowledge and experience that a high performing team possesses, and that the involvement of multiple people in decision-making strengthens commitment. The exchange of ideas that takes place in a team environment, (as opposed to a setting in which people work in individual silos), promotes new thinking and innovation as well.

Yet, it is interesting that although the value of teams is readily accepted, it is rare to find teams that have truly reached their potential. In team language, this means they have yet to reach a level of high performance.

What is often missing is the realization that creating high performing teams is not just about implementing the basics of team structures. Going from an effective team to a high performing team requires additional skills, practice, commitment, and most importantly, in the words again of Mike Morrison, “It’s the relationship!” Teams seeking to become high performing must have strong relationships at their very core.

Consider the following key areas when measuring the strength of your organizational or team relationships:

  • Mutual Accountability
  • Trust and Loyalty
  • Esprit de Corps
  • Commitment to Results

These characteristics are exemplified by the preeminent model for high performance — The Navy SEALs! Their creed, actions, and success solidly point to their reputation of high performance.

Observe any high performing team and you will find these same characteristics evident — and not just “some of the time.” A high performing team reflects these characteristics in every way and at all times.

You might also take a look upward, or a more reflective look depending upon job function, because a concerted, focused effort needs to take place. And as is most often the case with any change or improvement initiative, it needs to happen at the top. Hence it is an absolute requirement that the Senior Executive Team “walks the talk” of high performing teams. It is not enough to accept a “do as we say, not as we do” attitude. Failure to model high performing team characteristics at the executive level is a sure path to mediocre team results throughout the organization.

In actuality, high performing executive teams are less plentiful than high performance workforce teams, and possibly for good reason. Many executives got to the top by their individual ability to be the best; and many successful executives have not necessarily had a track record of either leading high performing teams, or even having been a part of a high performing team. In addition, because of the rotating door of management (one of Dr. Deming’s “deadly sins”), many executives aren’t around in one position long enough to develop the skills and most importantly the relationships required for high performing teams.

Yet, in spite of the inherent challenges for executives to truly create high performing teams, it is a challenge worth overcoming.

This need is particularly strong, not only because of the clear advantages of a high performing team anywhere in an organization, but also because of the need to model such behavior at the executive level. When any value is proclaimed by an organization (in this case teamwork), the first and constant litmus test of the value is evidence that the value is demonstrated at the top levels.

Developing Your Team

team

Developing a high performing team can bring about significant gains that go beyond those typically achieved by individuals – and for good reason:

  • It is nearly impossible for a single person to possess the same amount of knowledge and experience that a high performing team possesses
  • The exchange of ideas leads to new thinking and innovation
  • The involvement of multiple people in decision-making strengthens commitment levels
  • A team environment provides mutual support and a sense of belonging

But virtually every organization we’ve encountered struggles with developing teams.

Many teams are dysfunctional and take too long to accomplish tasks. In other cases, the work is filled with errors and waste, and in many cases the costs are excessive and turf wars abound.

Some of the skills and behaviors that will help you develop high performing teams include:

  • Effective leadership and sponsorship
  • Developing alignment around a common purpose
  • Task and project management
  • Communication and meeting management
  • Setting measurable performance targets
  • Identifying the right process/game plan to achieve results
  • Holding people mutually accountable for results
  • Encouraging innovation

EQ & CI

EQandCI400As you may well be aware, emotional intelligence (EQ) is the phrase used to describe a person’s ability to identify, use, understand, and manage emotions in positive ways. It has been identified as a means to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict.

There are several competencies that are sometimes grouped into four major components:

  • Self-awareness
  • Self-management
  • Social awareness
  • Relationship management

Research shows that organizations led by people with high emotional intelligence tend to have climates in which information sharing, trust, healthy risk-taking, and learning flourish.

Conversely, organizations led by people with low levels of EQ create climates rife with fear and anxiety. While fearful employees may produce well in the short term, over the long run quality and productivity suffer.

The same principles hold true for Continuous Improvement (CI) teams. The level of EQ on a process improvement team affects how much information sharing, how much inquiry, and even how creatively the team will exercise.

A low level of EQ on an improvement team causes operational problems. Silo mentality and lack of inquiry and listening create sub-optimal processes and impaired results.

On the other hand, a team that is emotionally in step has more drive, more commitment, and tends to achieve greater things. High EQ leads to better listening, and thus to better learning, to new insights and better solutions as well.

We will look more closely at the concept of emotional intelligence over the next few posts, and will share ways to increase one’s EQ level and also how to leverage higher levels of EQ in our continuous improvement efforts.