Every 8 weeks or so, I am granted the privilege of leading a group of volunteers (mostly CEOs and business owners) to produce CEO Space, a conference for entrepreneurs (www.CEOSpace.biz, www.IBIGlobal.com). We start at noon on Sunday, not knowing each other. By Tuesday afternoon, a group of individuals has gelled into a High Performance Team: meeting and exceeding performance objectives and networking with and for each other to further their business objectives.
What conditions must be present for a High Performance Team to emerge?
- Clarity of Purpose. As the leader, you set the direction for the team. What result are we producing? What is the path to the result? The clearer the team is on their purpose and the path, the greater their focus and determination.
- Performance Standards. What defines excellent service or excellence within the team? You and your client determine performance standards. Communicate them and then gain the team’s commitment to them.
- Accountability. How do you deal with a breach of team agreements or performance standards? The process should not be punitive or personal. It should focus on the breach and allow the team (or individual members) to express their disappointment. Then it allows the member(s) to recommit to the team. A High Performance Team is able to hold each other accountable for meeting the standards.
- Clearly Defined Roles. The term “Keystone Kops” often refers to a team that expends a great deal of energy unproductively or displays an amazing lack of co-ordination in their effort. It conjures a picture of people running into each other in pursuit of something. Clearly defined roles and responsibilities encourage smooth team operation.
- Respect. Each member on the team needs to know they are valued for their skills and contributions. Respect must be shown by the leadership to the members as well as among the members.
- Trust. Trust must exist between the leadership and the members and among the members themselves. Authentic trust creates the space for team members to discover their potential and grow and take on more responsibility.
How quickly the High Performance Team emerges depends as much on you, the leader, as it does on the team members. If your team is struggling, upon which of these areas do you need to focus?
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Leslie Knight is the founder of Knight Performance Management (www.KnightPM.com) and author of Navigating the I.T. Minefield (www.ITMinefield.com). Leslie has over 20 years of experience with Fortune companies in various leadership positions and Information Technology. She applies her corporate experience to small to mid-sized businesses, saving them time and money.
Leslie is also the Executive Director of Staff for CEO Space, producing the CEO Space Forum, a conference for entrepreneurs (www.CEOSpace.biz www.IBIGlobal.com).
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