What Constitutes a High Performing Team?
Effective leadership requires the ability to develop and sustain high-performing teams. Yet what behaviors make a team high performing remains open to interpretation. At CPI Twin Cities, we believe that high-performing executive teams set organizational direction, make strategic decisions, execute clear roles, fully leverage unique member talents, and focus on team success versus individual agendas. Additionally, high performing teams:
- Are fully engaged and committed
- Share a common vision and team values
- Successfully deliver clearly defined business results
- Role model team collaboration throughout the organization
This type of teamwork – both powerful and rare – allows a company to maintain the “ultimate competitive advantage” says author Patrick Lencioni, in his best-selling book, The Five Dysfunctions of a Team. . How do C-level leaders create and support this positive, productive team experience? It can be difficult– let’s face it, human beings have strong survival instincts, and exposing vulnerabilities, embracing conflict, holding self and others accountable, and foregoing individual recognition for team success is not easily done – especially in a competitive employment environment where it often feels like there is little room for mistakes. In Lencioni’s book, and in CPI’s powerful leadership development program, The Five Functions of a Team, the issues of turning around poorly-performing teams are addressed head on.
The Five Functions of a Team
In his book, Lencioni outlined the five functions of a great team. These functions can be applied in a team-building process and include the following:
Function #1: Building Trust – Members of great teams are confident that their peer’ intentions are good, and there is no reason to be protective or careful around the group. They believe their vulnerabilities will not be used against them and can engage in discussion with complete openness.
Function #2: Mastering Conflict – Teams that trust one another engage in passionate dialogue around issues and decisions key to the organization’s success. They do not hesitate to disagree with, challenge, and question one another in the spirit of discovering the truth, finding the best answers, and making great decisions.
Function #3: Achieving Commitment – Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various team members initially disagree. They are confident that all opinions and ideas have been put on the table and considered while deciding on the best course of action.
Function #4: Embracing Accountability – Teams that commit to decisions and standards of performance do no hesitate to hold one another accountable for adhering to those decisions and standards. In addition, they do not rely on the team leader as the primary source of accountability; they go directly to their peers.
Function #5: Focusing on Results – Teams that trust one another, embrace conflict, commit to decisions, and hold one another accountable set aside their individual agendas and focus on what is best for the team. They do not give in to temptations to place their own needs ahead of the collective results that define team success.
Building Trust is Key
Trust is the foundation of effective team collaboration. If members do not feel safe in a group, they will watch for signs of betrayal or disrespect, overreact to threats, become argumentative when they feel slighted, and take feedback too personally. They may withdraw, or they may overcompensate by dominating the group or positioning for recognition.
Team trust doesn’t happen overnight. It requires consistency in behavior and avoidance of actions that can erode trust. Common trust-busting behaviors we have observed among executive-level teams include:
- Not demonstrating respect for the unique perspectives or skills of team members.
- Critiquing input into decision-making without letting member express themselves fully first.
- Sharing information from team meetings with others that should be kept within the team.
- Talking negatively about a team member behind his/her back instead of addressing the issue directly with that person.
- Allowing members to dominate team meetings or pursue individual agendas.
Simple Steps Practiced Consistently
“When a team outgrows individual performance and learns team confidence, excellence becomes a reality.” (Joe Paterno, American Football Coach)
While team-building may not come naturally for some leaders, it is possible to develop and sustain a high performing team if simple yet vital steps can be mastered and put into practice day after day. Lencioni’s model provides a step-by-step framework for building a highly functional team. At CPI, we believe this is a competitive advantage that can drive your business successfully into the future.
Tamara Tasche, M.S., L.P., is an executive coach and career counselor at CPI Twin Cities. Tamara currently leads the assessment practice for Career Partners International, Twin Cities and conducts team assessments and development within organizations.
To learn more attend CPI’s upcoming Webinar:
Leadership Impact: Team Development That Works
Wednesday, June 22, 2011, 1:00 – 2:00 p.m., Central Time
