High-performing teams are intended to bring up results that can be distinguished separately from other usual staff of the company.
A team is when a set or group of people work together to achieve a mutual goal. Developing and sustaining high-performing teams goes hand in hand. A Manager needs to put their heart and soul to come up with such a team within an organization. High performing team is clear about their goals, owns their duties, communicates effectively, are self-motivated, and responds to challenges in more accountable ways.
Introducing high-performance teams is essential to have a position of superiority over their competitors in today’s highly challenging market. Such a team possesses high moral values towards the execution of their work operations. Their managers empower them to make decisions. This empowerment motivates them to engage in the process of bringing results with high responsiveness.
How to develop high performing teams
A manager or a leader in charge of developing high-performing teams should be skilled enough, i.e., a role model, to handle such an encounter. As they say, ‘There is only one King in a jungle”. Bringing together competent people and supervising them is as difficult as you think. This will necessitate a leader to adopt a proactive approach to gather people with the necessary expertise and to inspire them to work as a team. Here we discuss some of the strategies to serve the same purpose.
Knowing the size and getting the right people
It’s better if you find the right people with precise expertise within your organization. In another case, you can always recruit such people in the market. Finding the right people is the very first step towards building a high-performing team. Such people are the assets of a company that contributes their ideas and skills within a team to bring optimum results from the processes.
It says that having two minds is better than one. It is also critical to create a team with an ideal number of people, i.e., an appropriately sized team. Researches reveal that team of 3-6 people is ideal. Increasing members in a team may cause problems in managing them.
Communicating the purpose and taking consent
The goal to be achieved must be communicated clearly while making the team. All team members must know their part to be played to achieve a mutual and desired goal. Highly skilled people are not so easy to bring together on the same goal; there may be a conflict of ideas and ways to execute the work.
Communication here plays a significant part as to avoid any conflict for working together. Their leader must attempt and aim to minimize weaknesses by creating understanding between them. All team members should be a crystal of the purpose of coming and working together. These members should be allowed to join the team with free consent.
Shared values and flexibility
No religion or society likes dishonesty, minified intention, or disrespecting others. However, ways of practicing may vary, but core values remain identical. The same goes with developing a high-performing team; their ways of reaching the same destiny may differ, but what matters is that they must all be made to work towards accomplishing a shared goal.
All members of that team should be adaptive enough to accept and value the differences. This diversity should be used in making synergy. Every individual must be flexible enough to learn from others and grow together. The occurrence of any fight or any disagreements because of differences should be avoided within a team through creating understanding between them.
Let them breathe and innovate
A leader must only communicate the purpose while developing such a team for high performance, not the direction. Let your team breathe mean allowing them to imagine new ways instead of directing them on how to do things. What is the point of bringing so skilled people to do the same work which your staff is already doing?
It is like giving them wings to fly and discover their hidden potential, of course within boundaries to save a company from incurring any loss. Trust them enough that they feel confident in working within a team. This freedom mostly results in innovations, which provides a competitive edge to any company.
How to sustain high performing teams
Developing a high-performing team will only bring results only when a leader sustains it too. As they say, “One man can not obey two masters,” here you have teamed up numbers of masters together, so keeping them together can be challenging at times. Don’t worry; there is a solution to every problem, and below, we present you with some strategies for sustaining your hard-made high-performing team.
It is very common to lose a sense of directing when you are expected to deliver high results. As a leader, you should be accessible to them in such need. Its 7th Habit, as explained by Franklin Covey, i.e., sharpening the saw. Your team may get carried away during work procedures; it is always a good idea to make them feel attended by being a role model and help them resume working with a new zeal.
The leader of a team must ensure that apart from a mutual goal that team is aiming for; there is a set of expertise of every individual. Every team member must be encouraged to carry out work processes by putting their incomparable skills.
You developed such a team for performing high altogether, but it doesn’t mean that these members lose their edge. Their distinct services should be a part of development during every step.
Arranging meetup during work processes
It’s a healthy process for companies and leaders to arrange a meeting for follow-ups. When people are made to discuss progress and asked for follow-up, it helps in eliminating glitches and communication gaps. Many ideas remain unspoken and problems unidentified during the execution of work.
Meeting and following ups, encourage them to debate on all pros and cons, identifying areas that need a change in process or work strategy.
One of the important aspects of sustaining such a team is to limit control over them and allow some empowerment for decision-making. When people are compatible enough for high performance, they are less tolerant towards a controlled environment. This may suck in their energies and ethics to perform at their optimum level. And as a manager, you don’t need a signal staff demotivated and spread the negative vibes in the whole team, would you?
Invest in your team
There always is room for improvement. Many organizations practice this, i.e., they invest in the training and grooming of their team to acquire a certain skill set. This is done mostly for the ‘research and development team’ to help them keep up with the changing dynamics of the business world.
This is not just the investment of some cost which will return multiple times but gives a sense of confidence and worth to employees towards their leader or organization.
Recognition and reward
You must have heard, as Abraham Maslow explained in his theory, that there is more hunger for appreciation in the world than that for bread. That theory was given for every individual surviving on the planet. Imagine what kind of rewards and recognition would be required when you bring up highly able people together and expect high performance from them?
These teams required special rewards just like themselves. These recognitions and appraisals should be higher than those of other employees in your company. This is the most effective way of keeping all members of this high-performing team motivated and inclined towards results, both as a team and in an individual capacity.
Importance of developing and sustaining high performing teams
High-performing teams are intended to bring up results that can be distinguished separately from other usual staff of the company. These teams are expected to address challenges in more responsive ways and bring innovation both in the process and products of the company.
It is like teaming up leaders together who share a mutual goal and work towards achieving it with their incomparable performances. Together this team speaks out in a synergy which is a result of their understanding and adaptability towards the difference between them. With their self-motivated and accountable value, they play a huge part in the development of a company.
These members of teams may be dispersed within a company in a different department where they lead to make more leaders. This practice contributes to massive growth for a company in any business and is like having an army of incomparable and valued employees. Managing this team with gradual follow-ups is like polishing your assets which brings positive revenue figures and a distinctive empowered place for the company as a whole.
The importance of developing and sustaining high performing team is as important as having a brand name that communicates certain quality and commitment to its well-informed and aware clients.
Developing and sustaining high-performing teams is a stimulating task for any leader. It requires equally high management skills to bring up the right number of people together with their consent. Such teams are developed with careful recruitment, clear communication of purpose, and are expected high-quality results.
Keeping this team driven along with expertise during the process, handling conflicts, and creating understanding between members are all key steps. This is all to produce and high-end results for its stakeholders along with creating a distinctive empowered position of the company in the market.
Read more from Stealth Agents: