27th Jun, 2018
Denave, Team, Designation
If we talk about building a high-performance team…do you think it’s a tough nut to crack? Well, it might be, because guiding people and molding them to deliver the expected outcomes remains a challenge for most of the team managers.
Probably because of the different set of personalities and set of attributes which the team members sport. Getting them all on the same page might appears like a daunting task because you don’t know how one will react to something and how will you manage a similar perception of things in the team’s mind. And that’s just the first step if your goal is to build a high-performance team.
We can focus on the attributes and training required for enhancing your leadership quotient, however, here let’s take a look at what goes into building a high-performance team.
First and foremost is acceptance. Acceptance of diversity, acceptance of weaknesses that may be present is someone, acceptance of a strong trait which can be channelled in the positive direction and acceptance of the fact that it will take time.
The key lies in creating an all-inclusive work-culture wherein employees are valued for their opinions, how so ever different they may be from each other. A place where people are given ample opportunities and credits/appreciation for their work not only keeps them motivated about their stay on the organization but also acts as a subtle driver that pushes them to do better.
It takes time to build such a zone in the workplace and takes even more time to get the team place their confidence in you. Just remember, your actions and not merely your words, are what you by being a leader, are constantly judged upon.
A few other factors which can determine whether you’re able to foster a high-performance team or not:
Our Goal – My Mission
It has to be a common goal for true effort to come in from each one. Show them the bigger picture, show them their hero image, let them bask in the imaginative glory of fulfilling that goal. Help them identify their unique strength which makes them suited for fulfilling that goal and see that common goal transforming into their personal mission.
Let Them Know
Goals should be defined within the realistic timeframes and resource constraint and the same parameters should be kept transparent to avoid any ambiguity. Also, a comprehended buffer should also be kept to ensure there are no end moment mishaps.
Mutual Respect – A Mandate
It should be a top-down approach wherein somethings are set as a standard, such as respecting and valuing each other and being open to other’s opinions. Each and every member of a team is an important cog in the whole engine of team functioning.
Acknowledgement Gives Assurance
Milestones are achieved only when the key achievements are recognized. You never know, acknowledging the skills/talent/work of your team members can bring out their hidden potential which they otherwise might to too shy about.
Accountability is Indispensable
From “It’s your mistake” to “It’s our mistake”, a responsible team is accountable for their results – both good/bad outcomes, after all. It is important to build a culture wherein employees feel responsible for each other’s growth and strive harder to achieve mutual team goals.
Balancing the Work-Life Sea-Saw
Attention should be given to the fact that each team member is having a balanced post-work life. Only a happy employee is a productive one in the long run. It is certainly a joint action call at the end of the day for both – employers, as well as, employees to ensure a work-life balance or rather integration, to optimize team productivity.
While a high-performing team is something which every leader aspires for and following the above few steps will even land you nearer to that goal, however, ultimately the onus lies on the quality of connect you’re able to build with your team. There may be times when the compassionate composure of a leader will help the team sail through and then there may be times when the strict commands are what are required to bring out the best performance.