It’s an intense time of year for NFL fans as teams move toward the playoffs!  I appreciate the similarities to my work as I help clients assess their teams, and position them to grow stronger.  So what goes into creating a high performing team?

Let’s start with a common definition:

A team is a group of people working together towards a common goal.

Most of us are involved with at least one team – a committee, a staff work group, board volunteers, a sales team, vendors, etc.  Whether we are leading the team, or a member of the team, there are a few key things to keep in mind:

* Does it seem as though the people on the team can and will fully commit to the goal?
* Are they playing nice together?
* Is it a new team that is still getting to know each other, or is it an established team who needs different things, and will work together differently?
* What issues may be blocking progress, and what will be effective at removing or managing those issues?

When you find yourself needing to build a stronger team, look beyond the typical “team building activities”. Utilizing a ropes course, or retreat games is useful to get folks more acquainted and that has a place in the process.  But most times the true impact on team performance is minimal.  So let’s take a look at the process of team building. Keep in mind that while different strategies are more effective depending on the size of the group, its purpose and whether it’s a short-term or long-standing team, there are some tips to keep in mind which are relevant to all teams:

* Get the right people on the bus, as Jim Collins would say.  It’s tough when you inherit a team with the wrong players.  However, the person with the power to recruit and remove members needs to have the right skill set to do so if necessary.  Therefore, in the beginning, take the time to identify what characteristics, experience, personality and skills you need in the people on the team.  And diversity is good – a wide range of perspectives will typically serve you well.
* Define the goal early– it’s critical to ensure all members of the team understand the overall objective. If it hasn’t been clearly established, consider including them in the process of clarifying it.  This big picture mentality will drive action and decisions, so don’t try to rush past getting understanding from all.  The odds of increasing ownership and commitment will increase when everyone is on the same page.
* Consider motivation of the team members.  Who appreciates being part of something which impacts the whole company?  Who may hope to development a skill? How will the results of their work be communicated and recognized? Is the work challenging enough, or so complicated and difficult that it isn’t enjoyable?  If you have your finger on the pulse of what members need, you can plan and respond accordingly.
* Frame team dynamic expectations up front too.  Each person will bring a different personality, as well as different roles they play as an individual outside the team.  And it can get tricky – but healthy debate is good! Managing it could get dicey unless you have outlined how  candid dialogue will be respected, how much authority the team has, or how much change is really desired.  Talk about how members will be expected to work together, and how they may need to adapt to accomplish the team goal.
* Celebrate progress along the way, not just when the main objective is achieved.  Teams go through stages and it can be taxing.  Barriers crop up, and need to be addressed, which can be challenging. Assuming a fair amount of time and other resources have been invested, let the members know you appreciate their work and commitment.  There are many ways to appreciate and thank people – and including food is always good!

When teams are performing well it can be exhilarating!  Think about the teams you’re on now, and how you may be able to impact performance.

Then shoot me an email and let’s work together.

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