Strong teams made up of talented individuals help companies succeed in the increasingly complex business environments they operate in today. Anyone looking to progress in their career needs to be aware of how effectively they perform in a team environment, but has the increasing focus on individual skills and capability detracted attention from the great skill of team play? As we know, many of the best results are achieved when an effective team is in operation.
The notion of the “high performance” team has been around since the 1950s when the term was first coined in the United Kingdom. Since then, the concept has been used to describe the anatomy of winning sporting sides, business units and other successful teams.
The high performing team is united by a clear purpose that is so compelling that each member willingly provides the extra effort – or discretionary effort – required to make peak performance their norm. Each member understands not only how their role impacts on their fellow team members but also the overall success of the organisation.
The latest Hays Journal looks at how the theory behind high performing teams has been put into practice by some of the world’s most successful companies. The case histories show how creating a high performing team can help a company achieve sustained high performance even through change.
“We often see ourselves as individuals where as it is the high performing team rather than individual that provides an organisation with its competitive edge,” says Chris Mead, Regional Director of Hays in Malaysia and Singapore.
“Not having that awareness can be a negative for many candidates – not in terms of getting the job, but progressing within the organisation” says Chris.
From a Manager’s perspective, considering the team as a whole offers a challenge of its own. High performance teams trust in the competencies of their fellow team members and stand together in the face of change whether that is a change of manager, the technology they use in their work or to the business conditions they operate within.
However, the experts recommend that even a high performance team require monitoring to identify what is working and what isn’t and make changes as needed. The relationships and behaviours of a team need to be reviewed to monitor how a team is working together, handling conflict and developing trust. This should apply to both self managed teams and those that are lead.
If there is a change to a team because someone leaves, the experts recommend taking the time to re-establish the fundamentals including ensuring each team member understands their role and tasks as well as their purpose and their expectations of one another. This will allow the team to operate free of politics to focus solely on performance.
Click here to access the Hays Journal.