• Management Skills
  • Chairing Meetings
  • Performance Coaching Skills
  • Competency Based Interviewing
  • Creativity & Innovation
  • Effective Delegation
  • Facilitation Skills
  • High Performance Teams
  • Leadership Skills
  • Change Management
  • Performance Appraisals
  • Performance Management
  • Recruitment & Selection
• Communication Skills
  • Assertiveness Skills
  • Belbin Team Roles
  • Bullying & Harassment
  • Business Report Writing
  • Dealing with Difficult People
  • Diversity Training
  • Effective Communication
  • MBTI Communication Styles
  • Minute Taking
  • Presentation Skills
  • Telephone Skills
• Sales, Marketing & Service
  • Business Networking Skills
  • Complaint Handling
  • Consultative Selling
  • Customer Service Skills
  • Negotiation Skills
  • NLP Sales Training
  • Pharmaceutical Sales Training
  • Pitching For Business
  • Sales For Non-Sales People
  • Selling Skills Training
  • SEO Training
  • Telephone Sales Training
• Wellbeing & Productivity
  • Stress Management
  • Project Management
  • Speed Reading
  • Time Management Skills
  • Work Life Balance
• Finance Training
  • Budgeting for Managers
  • Finance for Non Financial Managers
  • Introduction to Accounting

More clients  

You are here: home training resources high performance teams

Building High Performance Teams

This detailed guide to building high performance teams has been constructed to help those who are responsible for managing and developing the performance of a team.

The information contained should be used as a rough guide only. You will also need to consider your own organisation's policies and procedures, which we cannot take account of here. Please feel free to retain a copy of this guide for your personal use or bookmark the page. The content should not be copied or used for commercial gain.

1. Characteristics of High Performance Teams

High performance teams are characterised by:

If you think about an effective team you have been part of in the past or may be currently working in, you will recognise some of these characteristics:

1.1 Team Performance Management

When we talk about performance management in the team context, we are really applying the techniques and tactics that you would use if you were effectively performance managing an individual.

Strong focus on long term achievement: the whole team's energy and drive is focused on achieving the overall "big picture" i.e. what the organisation is aiming to achieve in the longer term and there is a clear understanding of how the team will achieve this goal in the short, medium and long term.

Clearly aligned team roles: each team member has clearly defined responsibilities for team issues as well as their own functional role or specialism, and these team roles are assigned based on their strengths and preferred behaviours for working within a team. For example, a team member within the sales function may take on responsibility for liaising with customer service on behalf of the whole sales team as they enjoy networking with others and are good at building strong working relationships. Above all, in a high performance team, every team member is very clear of who has responsibility for which task.

Shared leadership: although the leader of the team clearly holds the vital leadership role, in a high performing team, team members complete some tasks that a traditional leader holds, for example, chairing the monthly team meeting. Team members also accept far more responsibility for resolving issues on behalf of the team when there is a sense of shared leadership and ownership for the business.

Clear open lines of communication: within high performing teams, foundations are not only in place for team members at all levels within the organisation to ask questions and provide feedback on how the organisation is performing, but also simple methodology for team members to share ideas and propose potential solutions to growing the business or increasing the effectiveness of the organisation's systems and processes. Whatever system used for this, the key is to ensure that there is a quick method for providing feedback to the team member after submitting their question, feedback, idea or suggestion. An "open door" policy along with regular team meetings and feedback sessions with senior managers also supports this approach as its face-to-face two-way communication that wins hearts and minds not notice boards and emails!

Utilisation of team members' talents: Playing to your strengths is key if you wish to be successful. The same applies to teams. Leaders of high performance teams recognise this and ensure they are aware of all the team member's talents inside and outside work and continuously look for ways to utilise these to benefit the organisation and its people.

Regular evaluation of the team's output and effectiveness: High performing teams schedule and spend time frequently reviewing their team objectives to ensure t hey are on track to achieve their goals within the original time frame set. By doing this they are also able to effectively manage any difficulties that arise and plan additional resource to achieve the goal. In this type of environment, team members are very clear on their responsibility to deliver results whilst feeling supported by other team members when challenges and issues arise. Time is also set aside to review the effectiveness of each goal or project to ensure sufficient learning is acquired and applied for future goals and projects.

Shared recognition of team's success: At appropriate and relevant times such as the end of a large project, winning of a new contract etc, the leader of a high performance team will arrange for the team's work to be recognised in the most appropriate way. This could be, but not limited to, internal or external publicity, nomination for an internal award, a "thank you" meal, a personal "thank you" at the team meeting, an email copied into the senior leaders of the organisation. Whatever the method chosen, it should be relevant to the level of achievement, how teams are rewarded throughout the organisation, and above all, pertinent to what really motivates and inspires the team members to produce outstanding results in their next piece of work. Each team member may be different in terms of what motivates them; so taking time to learn about what motivates your team members will ensure you get this recognition stage right.

1.2 Team Behaviours and Values

Strengths are appreciated and valued: Within high performance teams, each team member is appreciated and valued for their strengths and contribution to the team. Attention is given to the strengths of each team member by ensuring these strengths are well utilised e.g. taking on of a specific team responsibility that requires this strength of skill or coaching a team member who needs to develop the same strength.

Team morale is highly developed: Teams operating and performing well usually have a highly developed team morale as more success generates higher levels of motivation. However, team morale can fluctuate and be affected by external as well as internal factors, so it is always worth keeping a check on the morale level periodically. Despite this, people enjoy success in their lives and are usually hesitant at leaving a team that has had such a good performance level and morale, so they are more likely to "weather the storm" through difficult times.

Communication is honest and open: Within high performance teams there is usually an expectation that all communication will be very open, honest and transparent. There are no perceived "hidden agendas" and team members are prepared to say how they truly think or feel about a matter affecting the performance of the team. As a result, team members are more inclined to consider the needs of their colleagues and communicate with them on a wide range of issues including their own goals and aspirations.

Conflict is effectively managed: One of the main differences between a mediocre performing team and a high performing team is their ability and desire to handle conflict in a constructive way to better the team's performance. The conflict is always depersonalised and focused on organisational/performance issues and a "joint problem-solving" approach is taken to remedy the situation. Over time, these issues are not then seen as "conflict" but merely ways of improving, learning and challenging the "status quo".

Team members are supportive of each other: With morale and performance high, team members become very loyal and supportive to each other. As high performance teams always take time to review their performance, as soon as a team member expresses concern at potential non-delivery, other team members rally around to see how best they can support the team member for the overall good of the team.

Team decisions are respected: In successful teams, each team member will respect the opinions and decisions of other team members, even if they do not totally agree with the decision itself. It a team member does not agree with the decision, he/she will not convey this outside of the team. Instead they may raise their viewpoint in the context of review the team's performance and learning at a later stage, or speak directly to the team member in confidence about the difference of opinion. Above all, every team member will actively endorse the decision so those outside the team with always witness team cohesion.

There is an implicit trust of each other: As a result, of all of the traits of high performance teams listed above; there is an implicit trust between each team member that cannot be broken by an outsider. As we know, trust is something that takes time to build but it can be quickly and easily broken by a careless "slip of the tongue" or a change that is not carefully managed. With that said, a deep rooted trust will generally take longer to break down as the positive experiences far outweigh any negative ones. With trust intact, team members are more likely to take things on board themselves without being asked, as there is a strong affinity to the team itself.

1.3 Team Environment

The team environment that successfully nurtures and maintains a high performing team is characterised by team members who:

Adapt quickly to change: When change takes place that potentially affect high performance teams, the team have usually already anticipated the change or discussed "the writing on the wall" and have a plan in place to respond constructively to the change as it happens.

Representation of the team: Regardless of the setting, team members from a high performing team will unquestionably stand up to represent the team at different occasions and events, feeling quite at ease to speak on behalf of the team. This is usually fostered by not only the strong team spirit that exists but also the transparent, ongoing communication that equips the team members to objectively represent the team.

Communicate effectively: The combination of the open lines of communication across the organisation and the supportive team behaviours means that the whole team environment fosters superb communication resulting in team members wishing to contribute to the organisation's success.

Acquire focused support: High performance teams usually raise other's expectations levels due to their record of success. However, where the team or specific team members require support and assistance to achieve their goals, they do not hesitate to ask and acquire specialist support. They recognise the added value that outsider support can bring to the team at a particular time and usually have a wide network of potential support.

1.4 Team Identity

Within high performance teams, where focused team performance management is operated, team behaviours and values that has been "bought into" by every team member, all supported by a nurturing team environment, success is inevitable. The team identity is so strong that it is recognised and admired by both those inside and outside the team. This identity binds the team together and constantly reinforces the team energy and motivation. As a team member from a high performance team leaves, the team "mourns" their loss and great effort is needed to synchronise a new team member into their place.

2. Developing and Nurturing High Performance Teams

So how do you build, develop and maintain high performance teams? Below we have listed some key tips to help you develop and nurture your team:

Continuously enhance your own management and leadership skills: Keeping up to date with your own personal development will not only set a good example to your team but also ensure you are equipped to effectively manage all types of team management situations and stretch your team's capability.

Select a balanced team: By identifying new recruits with not only the right technical skills, but also those who balance the team with their team roles, communication and thinking styles, you can ensure you have the most effective team. This balance can be identified through the use of tools such as the OPQ Occupational Personality Questionnaire, Belbin Team Roles, and M.B.T.I. Myers Briggs Type Indicator.

Provide the team with your vision and direction: High performance teams are psychologically bound together by the team goals they work which help them to achieve their future aspirations. The team leader therefore needs to be able to articulate the direction the team should be heading for, so they know whether each step they are taking is taking them closer to their vision for the future. This vision can be articulated in various ways through images, words and experiences. The more experiences you can provide your team members with of the future, the more likely they are to understand where you want to take them and how they could get there.

Discuss your expectations and establish objectives together: Although a newly appointed team member will need strong direction, those who have settled into their job role will be highly motivated by being challenged to make recommendations for their performance objectives with your support and encouragement. You will probably need to adjust your leadership style here dependent upon the seniority of the team members you are managing. More junior team members are more likely to need strong direction whilst senior members can be coached.

Pay attention to the development needs of team members: As a manager, you are responsible for ensuring each team member has the skills and knowledge to do their job. Each individual has ultimate responsibility for his or her own personal development but, as a manager, you also have responsibility to inspire, encourage, support and nurture your team's personal development, which often stimulates a high level of motivation. You will also need to ensure you effectively and realistically manage each team member's career aspirations.

Support and nurture timely team building activities: These activities are most effective if they are featured at short but frequent stages across the team's life span. The range of teambuilding activities should be tailored to meet a specific objective you wish to achieve but must involve activities that each team member will feel comfortable taking part in. However, simple activities such as going to the pub or café for lunch will help your team to relax and get to know each other better. Remember, evening events or those held outside working hours are motivational only if the personal circumstances of each team member suit evenings.

Encourage the involvement of team members in any activity where they could make a contribution: Generally, people like to feel part of something – a family, a social network, etc and the in the work place, this means being able to contribute to something worthwhile that reflects on their hard work. Challenge yourself to see if you are tapping into all of your team's talents?  Are there further opportunities? If there are, you have an opportunity to further motivate your team members and get the highest level of performance results. Try to balance these opportunities so that every team member feels they are being valued and treated on an equal level. Where you have team strengths, are there opportunities for these team members to develop others?

Provide and receive constructive feedback: Feedback, when used constructively, is a really powerful and helpful tool in our business and personal world. Team members need to know where they stand in terms of how you view their performance. Use as many opportunities as you can to provide team members with constructive developmental and motivational feedback and actively encourage the team to give you feedback. With feedback from your direct reports, you will find it much easier to manage them appropriately and develop different leadership styles.

Do not allow conflict and competition to get out of control: Although some competition can be healthy, too much within a team can turn to a negative force. Conflict, when managed constructively, can channel healthy debate and energy into a team, taking the team to a much higher performance level that had that conflict not been initiated.

Recognise, reward and celebrate the success of the team and its members: Celebrations not only serve to honour the accomplishments of employees and of successful projects, they reinforce and bolster the specific actions, behaviours and values that the company is striving to embed in its culture. Finding the most appropriate method of celebrating these achievements is key to motivating the people they aim to thank.

Recognise the stages of team development: Research shows that all teams go through different stages of development to reach peak performance, and however skilled and experienced each team member is, the group dynamics will vary for each individual team.  You will need to adapt your leadership style to the relevant stage your team is at. See Group Formation Theory for further information and to assess where your team are currently in terms of their group maturity.

Prepare and manage the transition of changes to the team: As team members change within the team, the team dynamics will alter. Anticipate these changes and provide your team with opportunities to explore these changes and get to know new members quickly. Again, simple social team gatherings can help ease new members into the team, along with task assignments working together.

Regularly review the performance of the team: Taking your vision and the team goals, ensure you with your team members regularly review the performance of the team. Ask yourselves: How well are we doing? What's working well that we need to continue? What should we stop doing that isn't helping us achieve our goals? What should we start doing that will bring us closer to achieving our goals?

Empower your team to manage themselves: As your team matures, encourage and empower your team member's to take greater responsibility for team activities that traditionally you may have co-ordinated. Allow and support your team members to make decisions whilst being accountable for their actions. Encourage and foster a "learning culture" rather than a "blame culture" when things go wrong.

3. Stages of Team Development: Group Formation Theory

To appreciate how you may need to adapt your leadership style with the maturity level of the team, it is helpful to be aware of the fundamental stages a group goes through to becoming an effective, high performance team.

You will obviously need to adapt your leadership from a more instructional/directive style at the early stages of leading the team, to a far more facilitative/collaborative style at the high level of maturity.

Forming: group is 'undeveloped' and generally people are concerned with 'who fits where'. This is usually the initial stage of a group of people meeting for the first time, but it can also happen when a new member of a team joins an established team, such as a new leader, or a strong character.

Storming: group is 'experimenting' and concerned with how they work together. Only a small amount is being achieved at this stage. The group is likely to be showing signs of conflict and as well as lively debates and discussions.

Norming: group is 'settling down' and starting to feel more comfortable with working with each other.  Far more is being achieved at this stage, although there is room for improvement!

Performing: group is now a team! It is mature with goals being achieved and an atmosphere that is relaxed and purposeful.  The team is likely to be feeling confident at this stage with a really open and honest dialogue taking place.

Mourning: group is disbanding. This fifth stage should not be forgotten. An acid test of how well a team has worked together can often be found at the mourning stage. If there has been great camaraderie and the team has produced great results, the team is likely to feel great sadness and loss at breaking up. Often successful teams once disbanded, keep in touch afterwards, and certainly feel a bond when meeting up in the future.

4. Setting up a Team Building Event

Introduction

If you believe that your team needs to appreciate and understand more about each other to perform more effectively, a team-building event may be appropriate to meet your needs. You may just wish to provide the team with some time away from the business to develop their creative side to consider new ways of working. Whatever the reason, we have listed below some simple tips on setting up a team building event that you may find helpful:

Ensure you are clear on what you wish to achieve: Consider what you wish to achieve from the team building event, the suggested time frame, and available budget.

Identify three potential suppliers: Spend a little time undertaking some research to find the most suitable team building event supplier. Ask your colleagues if they have experienced using a good supplier and approach them along with a potential new supplier. This will enable you to contrast and compare their approaches as well as costs.

Ensure you provide the supplier with a clear brief: The following information would help a potential supplier match your needs to their proposal:

Ensure you gain team member feedback: At the end of the team building event, ensure you or your facilitator asks each team member for some feedback on the event itself and identify at least one action point that they will take onboard as a direct result of the teambuilding event. You may wish to gain some initial collective feedback first and then ask team members to record their individual thoughts and reflections on paper afterwards.

Ensure you analyse the results and provide feedback: Once you have run the team building event, feedback to your manager how effective you believe the team building event was in meeting your specific objectives and how much the facilitator and venue contributed to that. This will help demonstrate to your manager that you have utilised the organisation's funds well i.e. return on investment and you are developing your team's performance well. If you have already set clear performance targets, it will be relatively easy to then measure your success.

Provide follow up: Ensure there is follow up to the teambuilding event at regular intervals and that the learning from the event is built into the team processes and team culture. Provide any requests for support that team members may have highlighted at the team building event and re-appraise how the team member is getting on.

After completing the team building event, consider on a personal level, what you have learnt from setting up this event and consider what you might do differently next time you arrange a similar event.

We hope this guide has been helpful to you in considering how to build a high performance team. If you have any suggestions for future guides and articles, please let us know using our contact form.

Copyright Warning

Unauthorised copying of this team building guide for high performance teams is forbidden. No part of this page may be duplicated or re-used in any form without the written consent of KSL Training. Violations will be detected by Copyscape.

> For more information please call +44 (0) 845 224 3971 or Contact Us