On the 24th June, senior consultant Michelle McArthur-Morgan led a group of HR Professionals through an interactive and thought provoking Learn & Lunch workshop looking at “Building High Performance Teams”. The workshop consisted of experiential activities, group discussions, personal reflection, and insights into some of the underpinning neuroscience.
At the end of the workshop a number of key learnings had emerged which we would like to share;
- Although time is a very scarce resource for most managers, the importance of investing it wisely by getting to know individual team members will reap expediential benefits in the future. As a starting point managers should develop their awareness and understanding of the working and communication preferences of team members, the value of individual members strengths, and their personal stressors and early signs of stress.
- The communication and sharing of the vision and goals should be done in such a way that all members can feel committed to them and easily explain the following;
- What’s our team’s job?
- What organisational goals do we support?
- How do we add value?
- What would happen if we were not there?
- Diversity within a team increases the collective intelligence which is a critical factor for high performance teams.
- One of the major requirements to enable a team to move along the development curve is the ability for open honest communication. Team members should feel supported and encouraged to speak openly, honestly and with respect for the colleagues.
- Only a small number of teams truly achieve and maintain the performing stage of the Tuckman development curve, with a much larger percentage of teams aspiring to be a Performing team but the reality being that they fluctuate between Norming and Storming.
- The three ingredients of a high performing team are;
- Effective leadership
- Committed Membership
- Appropriate ways of working together. Team members should discuss and agree the process and ground rules for
- How they will communicate ?
- How they will manage meetings ?
- How they will problem solve ?
- How they will resolve conflict &disagreements
- Their scope of authority
- Managers should be aware of the symptoms demonstrated when a team is in distress. All too often when things start to go wrong, when people stop performing at their best, the tendency is to place the blame on the individual and assume that they just “Don’t care”. Instead managers should first explore four key elements;
- Are all team members, (including themselves) sharing the same vision and heading in the same direction?
- How do all team members (including themselves) work together? Are relationships healthy?
- How do they organise and use their resources?
- Do team members have what they need to do their jobs?
If you would like further information about any of the above learnings or to find out how your team could benefit from a Jigsaw Team event, please email: firstname.lastname@example.org or telephone +44 (0) 1924 864444.