Want one extra day of output per week without increasing the number of days worked? Throw in less supervision, increased buy-in and greater accountability as you increase output by 15 to 20%…interested? Oh, a pipe dream you say? No, a reality. The amazing thing is the dynamics to cause this to happen are within the reach of any team that is willing to focus on six simple (but not easy!) things. The alternative is to be a workgroup, not a team, and lose these hours of productivity forever.
Here at the Effectiveness Institute, we have isolated six characteristics of high performing teams. If they are present, simply put, the team works. If even one is missing, the reality is you are not a team but a workgroup—a collection of people who share overhead in the pursuit of individual task accomplishment instead of being a team working to achieve a common purpose. What a huge difference! One “adds to” while the other drains passion and contributes to walking depression and cynical mistrust. Fortunately, not only can these characteristics be isolated, they can be measured.
1. High Level of Trust
Trust is the most basic building block of a team. Each member of the team needs to know that he/she can rely on the remaining team members. Clearly trust is earned, yet three variables must fall into place as the relationship progresses or trust will not emerge: Perceived authenticity, perceived integrity and a solid confidence that you care. If these variables are not attended to, then trust cannot evolve in the relationship. It will stay at “maybe I trust you and maybe I don’t.” Interestingly, trust is a chemistry or people issue, but it is developed based on how you do the task.
2. High Level of Respect
Respect is linked to the talents and skills that one demonstrates in accomplishing a given task. As an observer, I develop a “high regard” for your ability to get it done. As was the case with trust, respect is earned. Respect increases trust—it’s easier to feel confident (rely on) that another team member will get the job done right if you have a regard for their abilities. This causes less micromanaging and increases self-confidence of team members. Trust and respect are earned over time when people work on something together. How can I rely on you or have a regard for you if we never do anything together?
3. Commitment to a Clear/Common Purpose
All team members must agree on a clear purpose or goal, and then work together to achieve it. If a goal is clear but not common or common but not clear, there is little chance for team success. There is no room for vagueness or “us vs. them” mentality. The development of commitment, or buy-in, necessitates a willingness to challenge, discuss or disagree on any point or idea. The intent of these discussions is better solutions and a purposeful effort to avoid the pitfalls of groupthink or herd mentality.
4. Conflict Resolution
In any team or group, conflict is inevitable. That’s why every team member must be both willing and able to enter into and resolve conflict. Unfortunately, in our culture, resolving conflict has become almost counter-intuitive. The tendency is to either become aggressive or ignore. The reality is if issues are not brought to the surface and addressed, they go underground where they linger, fester and later reappear to impede progress toward the goal.
5. Focus on Measurable Results
Being an efficient team is a vehicle, not the goal. The goal is to focus on and achieve measurable results. Progress towards a meaningful goal is a great source of self-worth, and as results are produced and acknowledged, commitment increases, focus stays sharp and energy remains high. There is a significant difference between achieving—and checking off—measurable goals, and simply doing a lot of things.
6. Mutual Responsibility and Accountability
Everyone in the group must take responsibility and accountability for outcomes. It is not solely the boss’ job to hold people accountable, it’s everybody’s job. If we say we buy in, then we have a responsibility to ask for accountability when expectations are not met. If something does not get done, give team members the benefit of the doubt and ask for clarification. Leave others a “way out with dignity” (or trust and respect will be lost) by asking questions instead of making statements—“Can you help me understand what happened?” instead of “you said” or “you didn’t do” which blame and demean. The continual and persistent focus on creating clarity is the key to making teams work. Without clarity, accountability is not possible and without accountability, trust and respect simply cannot exist. Teams that work purposefully develop two skill sets and then depend heavily on them: 1) the willingness to resolve conflicts by addressing issues in real time 2) the constant focus on measurable results.
Remember, your competitors can and will copy what you do… but they cannot copy who you are. It is your people and their actions that distinguish your company from its competitors. It is your people that make teams work and give you the true competitive edge. It is your people—the heart and soul of your organization—that will keep you at the top. If you want to have a high performing team it is essential to build trust and respect and have solid team leadership.
