High Performing Teams in Action

Once we begin to analyse it, we realise that there are many more interactions in every day business that involve teamwork than we may at first think.

It is easy to restrict our thinking to the traditional aspects of team performance, and only apply sound principles of team work in these formal settings. For example meetings, conferences, away days, and so on. But every time we want to drive a result that requires the contribution of a group of people it is imperative that we behave as a high performing team.

So what are the guiding principles that a high performing team would utilise on a day-to-day basis - even for completing mundane tasks?

Here are a few to consider,

Set a clear goal - an agreed definition of success at the outset. This will ensure that everyone is "on the same page", working towards the same result, and channeling all of their energy towards the agreed goal.
Securing collective "buy-in" and getting the best possible input from everyone. We will only ever see people's best work if they are totally committed to the job in hand. Once we have everyone's commitment we can divide up tasks based on strengths and abilities. Therefore the collective input will be efficient, and the engagement of the team will be stronger.
Work out a process for making decisions and controlling the tasks. Before jumping straight into the planning stage, a little time spent working out how decisions will be made and how progress will be monitored is a worthwhile investment. This will strengthen the "buy-in", and ultimately contribute to a stronger plan.
Dealing with conflict. We cannot kid ourselves that high performing teams have eliminated conflict and that is why they are effective. If anything, conflict is more likely to occur in high performing teams because of the level they are trying to achieve. If we want to reach similar heights we must embrace conflict, but at the same time work out how we will deal with it. Healthy conflict is a catalyst for better quality outputs - but where conflict is not handled appropriately it can be divisive and destructive.
Dealing with feelings. Whilst we always tap into peoples thoughts and ideas on how we should complete tasks, we should also consider how people are feeling. We should never move on until we understand the feelings in the group as emotion has a significant influence on the success of any task. Also, we should devise a process for "checking-in" to people's feelings throughout the task. If we don't, there is a risk that the hard earned commitment and "buy-in" secured earlier on may evaporate, leaving the task and the team in a vulnerable position.
Reviewing the outcomes and sharing honest feedback. The review stage of any plan is crucial to making ongoing business improvements - but when coupled with honest feedback on the contribution of the individuals involved, it can also support improvements in other aspects of the teams performance. Lessons learned on one task can be applied to future tasks, and transferable skills can be developed. Team bonds are strengthened, as is the understanding of how best to deploy the skills and abilities available. Ascertaining everyones views on the success of the task is crucial too. Celebrating successes - or celebrating the learnings from any mistakes that may have been made - are true hallmarks of any high performing team.