This is the final video in the series. Ian and I have been talking about the process of building a high performing team.
In the beginning it starts with decisions the leader must make around team membership and size. The qualities and skills of the people on the team define what kind of team it will become.
To be high performing you need people who are hungry. People who want to achieve and who have the discipline and endurance to actually carry out the tasks required for success.
But as Patrick Lencioni writes, they must also be humble and smart.
This means they are open to learning from others, place the team above themselves and show good judgment when dealing with people. Leaders of high performing teams are both wise and courageous with team selection.
They know this is their most important task.
When it comes to team size, between 5 and 10 is the ideal number. Too big and you lose the ability to meet often, to go deep into issues and to be agile and responsive.
Clear Goals and Trust are the next big building blocks.
We talk about these in the video and once again we turn to lions to bring lessons back into business. In particular we draw our biggest insights from those lion prides who pursue big, dangerous quarry like the African Cape Buffalo.
Goals create focus and they concentrate effort. Skilled and committed people concentrating their effort on a few big things leads to breakthroughs.
But often in teams there is the temptation to have too many goals.
I come across teams with as many as 10 or 15 priorities. Our adage is too many priorities mean none at all. By clear we mean the few vital things the team must achieve with excellence or nothing else it achieves will really matter.
Trust relates to team members’ confidence to speak up, to disagree, to own up and to be vulnerable.
Despite being so obvious and widely spoken about, many teams still struggle with both of these concepts.
Not only have most teams not clarified the few vital things, but there is also not the level of trust in place to have the kind of open, free-flowing, often heated and spirited debate, so necessary for making decisions that generate commitment.
This mixture of goal confusion, ambiguity and low trust is a proven recipe for mediocrity and low morale. The exact opposite of high performance one is trying to create.
High performing teams have mastered this challenge. Not only can people accurately describe the goal, they can also describe in detail their part in achieving it too. And they are not afraid to speak up, to disagree when it’s required and to encourage others to speak out too.
Not that they are disagreeable, quite the contrary.
It’s that they are so committed to the team and so badly want the best for the business that they are slightly paranoid that something important will be missed.
Building a high performing team is easier than it seems.
It does not require a new theory or great intellectual insights. But it does ask for courage from the leader and a real commitment from the whole team to doing something special and in the process avoiding the well-worn path of playing it safe and mediocrity.
We hope that you will enjoy this short video … as much as we enjoyed making it.
We also always love hearing from you.
What question would you like answered when it comes to building a great business culture, leading an organisation, or setting up and sustaining winning teams? No question is too big or too small. We will do our best to answer all of them in a meaningful way or at least to point you in the right direction.
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