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Other people are motivated by commitment. They care about the work they do, know that they are valued by their organization, and that they can significantly contribute to its success. Your organization reaps vitality and excellence.
High performance teamwork is more than a group of people working together to accomplish a common task. They have a shared vision and purpose that inspires their performance. They feel responsible for their work, solve problems, make decisions and are fully involved in the organization. For a team to achieve High Performance, it must be given time to establish its purpose, operating norms, characteristics, and desired performance results.
High performance teams have been defined as self-directed, cross-functional groups of people who are organized around a complete process and have full responsibility for its success. To achieve High Performance teamwork, certain elements must be present.
Within the teamwork model, team members must understand three elements. These include the letter, the layout and the relationship.
- The CHARTER (or the “why”) is the definition of why the team exists and provides clarity for team members. It focuses on customers, purpose, team goals, and team vision.
- The DESIGN (or the “what”) is the architecture of the systems and structure of the equipment. It focuses on the main work processes, roles and responsibilities, procedures and standards, and systems.
- RELATIONSHIP (or the “how”) is the area in which team members understand how to relate to each other. In this element, the focus is on trust and respect, communication, cohesion and synergy.
In High Performance teams, these areas are not independent. They all impact each other and the expected results of the team. However, there is a sequence that should drive its development. The charter must be clear before a team can be designed, and a team must be well designed to reduce relationship problems.
Once the team charter, design and relationship are established and agreed, the team will exhibit the following characteristics:
- a shared mission
- autonomy and authority
- Interdependence and shared leadership
- Broadly Defined Jobs
- Meaningful participation in decisions
- High performance
In a teamwork environment, the group can become autonomous with a facilitative orientation. This is possible because it is organized around core processes and employees are multi-skilled, principled and seen as partners. They also demonstrate an atmosphere of shared leadership and are able to make decisions.
High-performing leaders build teamwork by helping them understand their charter, their design, and their relationship. Empowering leaders have a vision and the ability to develop it and share it with the entire team. They are driven by a strong motivation and passion for this shared vision.
Additionally, these leaders can establish high levels of rapport and trust among team members. They avoid controlling and coercing team members. On the contrary, they inspire and induce a high degree of enthusiasm from team members towards meeting the agreed goals.
However, to get to this point, leaders and team members must work through certain processes. The processes involved in building teamwork include:
- Understand how teams work
- Learn effective meeting management skills
- delegate
- Clarify the roles and responsibilities of team members.
- A system for measuring performance, setting goals, and tracking progress
When a team has successfully gone from high potential to high performance, you see three outcomes. They can:
- Raise your goals to meet new business demands
- Successfully identify and remove the most threatening problems and obstacles
- Develop and effectively implement action plans to achieve established goals
Is your team performing at this level? You’ll be better prepared to deal with the ever-changing dynamics facing organizations around the world.