Challenge 4:
How to develop and maintain high-performing teams?
The New Economy incessantly calls for more and better teamwork.
Several thousand years ago, ancient wisdom already pointed out that “two can carry as much
as one,” thus demonstrating the power of teamwork for survival. That is all well and good,
provided “the two” share a goal, are going the same direction, are capable of cooperation,
agree on how to balance the load equitably, and – most importantly – are willing to work
together.
By definition, a group is “a number of individuals making up or considered a unit.” "A team
is a group, organized for a particular purpose." That's nice. Both definitions are true but is
that all you need?
Are you looking for a NASCAR team? An Iditarod® sled-dog team? A pro-sports team? An
Army platoon?
Have you found that when you just you combine people to work for a particular purpose
that they automatically figure out how best to achieve your goal of good workflow and high
productivity? If not, have you asked what might be missing?
You know already that forming and developing a team that you might call “good” is difficult.
It takes even more to go to the next level. Yet, in a transition economy, the next level is what
you want to stay agile and competitive. Where are your people in your hour of challenge?
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Do your employees feel that:
- They are doing meaningful work?
- Their contributions are recognized?
- They are fully utilizing their skills and talents?
- You are providing them with opportunities to learn and grow?
If not – why not?
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To begin with, basic needs for high-performance are:
- Good and supportive leadership
- Clear organizational vision and mission
- Goals with which the team members can identify emotionally
- Pride in participation
- Trust, in leadership and in each other
- The correct mix of talents
- Outstanding communication
- Constant opportunities to upgrade needed skills and information
- Adequate autonomy to be able to proceed with the tasks without interference
If you stop to consider, you will find all of the above in a NASCAR team, an
Iditarod® sleddog
team, a pro-sports team, and an Army platoon. But what, then, makes a difference so that
one team becomes better than the rest?
The answer is internal to each organization. Each situation is different. It requires thought to
see what needs to change to remove barriers to excellence. Too often, a “cookie-cutter”
approach turns out to have been costly because it did not fit really fit the need.
Success Programs can help you plan and execute a program
that will give you long-term productivity improvement and sustain
your profitability.
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