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Building High Performance Teams

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

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The guide is split over four pages, for ease of reading:

1. Characteristics of High Performance Teams

High performing teams are characterised by:

Team performance management that sets and continuously measures the achievements of the team against the organisation's goals
Team behaviours and values that everyone "buys in to" and consistently demonstrates even in the face of adversity
Challenging and supportive team environment that fosters these behaviours and performance measures, helping to create and nurture a strong team identity
Team identity that is recognised by those inside and outside the team

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 they 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. If 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 Challenging and Supportive 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.

Next > Developing and Nurturing High Performance Teams

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