When it comes to constructing a team of people who work well together to create winning outcomes, knowing how to and understanding how to are two very different phenomena.
The strong and astute organizational leader is one who is committed to optimizing their resources and maximizing their return on their investment. Given the people expense is often the largest investment in any enterprise; creating this kind of culture is simply smart business. As a leader, empowering your workforce to unleash their strengths and encouraging people to collaborate and innovate leverages people’s ability to act as a team and produce results.
In work cultures where people focus on only their piece of the
When people on the team focus on each other’s limitations and detriments—and why things cannot be done—they all too often miss opportunities to make the organization better. Additionally, teamwork is adversely impacted when the people on the team feel the need to focus on fighting and jockeying for authority or power. This need to be “better than” decreases collaboration and limits innovation. It is a recipe for stagnation and conflict—neither which drive
As leaders, it requires rewiring our minds and our teams to repair an absence of trust. However, before you can
Whether you are seeking to create a high-performance work team or a high-performance culture, there are seven steps for creating an environment where high performance and teamwork can thrive.
1. Identify and clarify the purpose
for the team
People must understand the why behind what they are doing. Once the purpose
2. Select a leader
The team’s leader does not have to be the person who invents the possibility and purpose for the team; it does need to be a person who accepts the responsibility for shepherding and guiding the team to success. The leader’s job is to be present—to be there for the team. The best leaders select the right people, inspire them towards a vision and back out of the way during the planning stage—unless they are specifically asked for guidance.
3. Establish rules
People need to know what is expected
4. Select the players
Whether you are building an enterprise or a team of people to accomplish a project, it is crucial that you select the right people for the right roles, for the right reasons. When this happens people join the team for the right reasons; which is the baseline team engagement. When people are engaged, they have a strong desire to bring value—to be a contributor. They enjoy the type of work they are doing and are able to connect their work to the bigger picture.
The best team dynamics happen when there is a variety of people who bring their uniqueness to the team. Beyond competencies and skills, it’s important to consider unique traits that each team member brings to the table and how those unique traits can be leveraged for optimal creativity and innovation.
5. Set the level
Level-setting allows each member of the team a new opportunity to begin again. During a level set, team members explore their limiting beliefs and barriers to working with others in a productive and effective
Even the most effective, astute and self-aware people discover limits that were previously hidden from their conscious view. The team lays out the pathway for the best way to work together, how they will resolve personality conflicts and internal challenges with dynamics on the team. At the completion of the level set, the team creates a collective possibility for the team that is inspiring to each and every member of the team.
The best approach for a leader during planning is to be a source
Check in, track progress, celebrate success
When people are aware of the milestone meetings and rely on regular feedback it reduces
Utilizing a customized version of the agile methodology is an excellent means to keep progress on track and support the team in attaining momentum with their project, program or goal. Daily
While knowing and understanding are two very different distinctions, doing is the link that shifts knowing to understanding. For the impatient leader, doing may be a challenge because progress is most often only experienced incrementally. Building a high-performance team is not about exponential