High Performance Teams

Why high performing teams?

• they deliver superior results
• they're a source of creativity and innovation
• they help an organization adapt to changing conditions
• they're high value to an organization

• Trust

• Respect

• Purpose

• Meaning

In relationship to others, I trust:

• that my teammates can be relied upon to do their work

• that I can reach out for help if I need it without feeling embarrassed or put down

• that mistakes and failures will be treated like learning opportunities and not be the source of demeaning remarks or behavior

• that successes will be acknowledged

• that decision-making processes and escalation paths are clear

• that my team is given sufficient resources to be successful

In other's relationship to me, I feel respect:

• when disagreements are handled positively and constructively
• when making a mistake or completely failing are OK
• when team members respond to my requests in a timely manner
• when credit is given and shared for good work done
• when people are open to talking about my ideas and welcome my participation
• when my opinions are considered during the decision-making process

I perform best when I understand my purpose:

• I know what the goal is of my work (what I'm doing)
• I understand the impact of my work (why I'm doing it)
• I understand how to measure the outcome of my work, so I can understand if it's successful
• I know the roles and goals of all the people on my team, so I know who I can depend on for what

My work has meaning:

• when it involves something I personally believe in
• when it aligns with my skills and aptitudes
• when it's challenging provides the kind of career development I'm interested in

Other characteristics:

• value skills over personalities (fosters diversity)
• have a natural lifecycle; coming to a shared understanding about conflict resolution and decision making are key
• team members help each other overcome obstacles; success of the team is the focus, more than personal success
• roles, including leadership, are flexible and dynamic

Creating high-performance teams

• clearly define the team's mandate: it's goal and impact, along with success criteria
• explicitly describe expectations regarding team interactions (team operating principles)
• build the team with a mixture of individuals that mixes skills and experience levels, and which aligns team and personal goals
• watch for maladaptive interpersonal dynamics
• give and request feedback often; frequently review progress and be willing to modify plans

Example Team Operating Principles

• treat each other with respect;
• acknowledge and respect each other’s viewpoints and differences;
• be direct with each other, speaking honestly and with consideration;
• recognize that it is okay to agree to disagree;
• accept that mistakes will occur and that is just fine, as long as we learn from them;
• maintain confidentiality;
• take responsibility for our own issues and problems;
• make every attempt to discuss and resolve problems between us first, before involving others;
• ....