When we examine thesecharacteristics more closely (identified by Katzenbach and Smith) along with the work of other great minds, the reason we struggle with the successful implementation of high performance teams becomes much more apparent.
1.Commitment to the Cause
In high performance teams members are involved in both creating a clear and engaging direction and integrating their values and needs with group values and goals. This task significance engenders deep commitment and efficiently focuses the team’s efforts on objectives. Subsequent success feeds intense pride, the WIIFM factor out weighing formal rewards.
2. All for One and One for All
The interpersonal and task interconnectedness so essential to the success of an “effective team” is hardwired into the high performance team. The strong sense of solidarity and mutual concern for each other’s well-being creates a highly supportive and trusting environment. This environment promotes personal growth and the risk taking that characterises the extraordinary success of so many high performance teams
3. Strong Identity
Connected to the team’s mission by strong interpersonal commitments, the team’s purpose becomes more noble, performance goals more urgent, its identity more pervasive and its approach more powerful. Members vigilantly protect the team by minimizing internal politics.
4. Shared Leadership
Leadership, based on situation, need and expertise, is shared or rotated within a high performance team far more than any other type of team.
5. High Fun Factor
High performance teams seem to have a better-developed sense of humour and more fun. Members forge close-knit relationships and maintain high levels of camaraderie.
6. Fast Team Learning
High-performance teams leverage the strong network of interpersonal relationships to facilitate team learning, accelerating their ability to learn from each other and collective experiences. This fosters the development of interchangeable skills, which in turn produces greater flexibility leading to higher levels of performance.
7. Frequent Feedback
Top management support ensures the teams survival within the organisation while positive feedback from management and customers fuels the team’s performance, reinforcing the team’s self-belief in future success.
8. Protection from Politics
One of the most interesting findings of the recent “Contagious Succes” research is that in high-performing groups, the leader protects the team from the rest of the organisation by shielding them from company interference.
9. Belief in the Impossible
The most significant factor in high performance teams is that members, including the leader, believe that as a team they can accomplish the impossible. They respond rapidly, identifying and acting on opportunities. They understand and accept however, the direct consequences of their actions; success or failure will have a substantial impact on the organization. This “potency factor” has been found to be the strongest predictor of the high performance team.
