Team Development | High Performance Teams
From the working group to the team, to the high performance team
From Sabine Walter, Head of netzwerk managementberatung | coaching
Teams work in every company. At least that's how it is written on paper and how it is commonly used: there are teams, project teams, development teams... There are team leaders and team meetings. In our work, however, we notice that more than 90% of the teams are not real teams and certainly not high-performance teams. Rather, they are good working groups. What distinguishes a team from a working group, and what makes a true high performance team? These are the questions addressed in this article. Furthermore, our team Quick-Check will help you to take stock of your own situation and receive impulses for your team development.
What distinguishes a working group from a team?
What works? In a working group people work together who work towards a goal. The measures necessary to achieve the tasks are divided among themselves. In many cases, responsibilities and roles are clearly defined, and rules of cooperation established. Among these is the fact that one can exchange information with each other - in a more or less structured way.
All this is also found in a team. But what distinguishes a team from a working group?
- There is a great basis of trust.
- The defined team goals are understood.
- Everyone's strengths and competencies are known to everyone.
- Information and experience are openly and proactively exchanged.
- Problems are addressed openly. Solutions are found together.
Many teams that we get to know and accompany in their development often lack a resilient basis of trust. The open exchange of information and experience and the handling of problems and conflicts then automatically suffer.
Trust - primary foundation for teams
Trust is not static. It emerges, is subject to constant change, and can grow or decline as a result. It is therefore of central importance, even for existing teams, to put the focus on trust in the team over and over again through observation and exchange and to work on it. "How much do I trust you? How much do you trust me?" are the central questions to be asked and discussed.
This also explains why it is not enough to hold a joint cooking event, celebrate together or go on a high ropes course. Much more time and space are needed. The aim is that everyone can talk to everyone and that this exchange is accompanied in such a way that emotions are allowed, misunderstandings can be resolved, emerging conflicts can be solved immediately or possible escalations can be prevented.
The beginning of the year is very well suited for asking the "question of trust". In many companies, goals and focal points of work are being redefined. With a strengthened basis of trust, the goals set and the tasks to be completed can be achieved much more productively and creatively.
What makes a high performance team?
In high-performance teams "blind" trust prevails. And as soon as someone even has the feeling or it becomes apparent in daily work that this "blind" trust has been slightly damaged, it is addressed and solved.
So that this pronounced basis of trust also endures when there are personnel changes in the team, the selection process, the onboarding or integration of new team members, but also the process of leaving are of central importance. Each of these processes takes time and the commitment of the whole team. At the same time, it also demands a very large willingness to change of each individual. This willingness to change, in turn, is easier because there is so much trust in each other and in each individual.
The jointly defined team goal is carried out by each team member unconditionally. This even goes so far that individual goals and the personal desire for success are subordinated to this goal.
Each individual team member takes 100% responsibility for achieving the team's goals. Sentences like: "That's not part of my job.", are neither felt nor thought nor spoken. On the contrary, team members support each other and think outside the box. Existing things are questioned, new ideas are introduced and discussed with everyone.
The tasks, roles and responsibilities in a high performance team are defined to match the strengths and talents of each team member and in addition each one can unfold their potential and develop further. Every individual in the team is valued. There is an open and appreciative feedback culture. The aim of feedback is always individual and joint growth.
Conflicts - even hidden ones - are recognised by the individual team members. Conflicts are seen as an opportunity to grow even closer together and to develop. They are therefore proactively addressed and resolved in a way that benefits the team.
Your next step
The Team Check: Taking stock for your team development
Would you like to know where you and your team stand? Are you a good working group, team or do you already have elements of a high performance team? Our questionnaire will help you to take stock.
Quick-Check TEAMTeam development: Your next step to a high performance team
If, on the basis of the result, you have a concrete need for Team development and want to have these externally moderated and accompanied, call us.
With our team development, we offer you an opportunity away from the daily routine of business, a trusting framework. In this way, you can strengthen your basis of trust, grow together as a team, think "out of the box", develop new paths and follow them together.
Team development: Your benefit
Team development is an investment that pays off. Take advantage of this opportunity and arrange an order clarification appointment with us!
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