4 Principles to Create High Performance Team

It is difficult to find people who feel part of a team in their work or occupation. It is interesting that bosses, managers or “leaders” talk about their people as “their team” but in most cases “their people” do not feel part of a team performance. Normally they simply feel like employees. On the other […]

It is difficult to find people who feel part of a team in their work or occupation. It is interesting that bosses, managers or “leaders” talk about their people as “their team” but in most cases “their people” do not feel part of a team performance. Normally they simply feel like employees.

On the other hand, organisations that have managed to make their people feel part of a team achieve the best results using the least amount of resources. That is, they are efficient and high performance organisations.

Do you want to be successful in your business or organisation? You need to form high performance teams. Then tell you 4 Principles to create high performance teams.

Keep in mind that change and highly effective strategies for your professionals are required if you want to make sure they are giving their maximum potential and helping them grow as professionals while the organisation keeps increasing their value and growing as well. Here at Applied Innovation we can help you take your organisations’ potential to the top, contact us today for more information.

Evaluating the success of leaders who can form high performance teams

Leaders who have been able to form true teams have inevitably developed 4 principles in an exemplary manner. Some intuitively and others consciously, but you will always get these 4 aspects in all high-performance teams.

A high-performance team is a group that is made up of people who have perfect clarity in WHAT, WHY, HOW and who have a strong predisposition to execution.

Principle #1: Include only people with a strong predisposition to act and position them correctly.

The goal of a team is to achieve a goal. That is, act towards something. If you want to give results you need people who are predisposed to action. There are people who are what we call “thinkers”. These individuals think, philosophise, plan, evaluate, etc. There is another group of people who are “Actioners” or “Executors”. They are always driven to act, to undertake a task, to achieve an objective.

The truth is that we all have a bit of a “thinker” and a bit of an “actioner”. The important thing is that you only include in your team people who tend to act more than to think. (In a team, there may be people who work as consultants or mentors … there we can include the “thinkers”). Never forget that it is much easier to educate an “actioner” than to activate a “thinker”

The other point included in principle # 1 is that you need to position people correctly. You must know the person, their strengths, their passion, their weaknesses and their ambitions to position it in the place that gives the best results. One of the most common mistakes is to give greater responsibility to an individual who is not ready for it. This frustrates the individual and leads to failure. We need to give people time to mature so they can continue to succeed at the next level.

If there is something that you need to remember about this blog, it is as follows:

“Include in your team only people who are predisposed to act.”

Principle # 2: Perfect clarity in WHAT: The team needs to have absolute clarity about WHAT the organisation in which it belongs does.

One of the most common situations faced by a lot of professionals is receiving different feedback from all the members of a team when looking for the reason why an organisation does what it does and the real objectives they are after.

High performance teams are very clear about the “what” they do to win. In high performance sports organisations, it is easy to see this concept, but in other types of organisations it is a little more complicated. For this reason, it is important to define with your team “what” you do to win and communicate it to the point of exhaustion.

Principle # 3: Perfect clarity in WHY

High performance teams also have perfect clarity in the WHY. What is the mission of the team? What would happen if the equipment did not exist?

In non-profit organisations, it is usually easy to determine the “why”: Giving drinks and food to those in need, discovering the cure for some disease, eradicate some world problem, social justice, etc. However, in profit organisations it is a bit more complicated.

Many times, we need to go to the founders to find the “why” they decided to create the company or organisation. What need did they see that they decided to supply?

Discovering the “why” is a great source of motivation and gives a purpose to the organisation.

Principle # 4: Perfect clarity in HOW

High performance teams have perfect clarity in “how” to do things and execute them in the expected way repeatedly.

High performance sports teams practice the moves repeatedly until they can be played without thinking. The military, police and firefighters have procedures that are repeated to the point of exhaustion and executed perfectly again and again. Emergency rooms in hospitals act in the same way.

When you are part of a team you need to be sure that the other members will act in the expected way. In the same way, they expect you to act in a certain way. Therefore, high performance teams document all the key processes and ensure that members execute them perfectly.

An important point is that every team, after documenting the procedures, needs to constantly evaluate them to make sure they are updated (due to the constant changes in technology, culture, goals, etc.)

Do you want to be successful? You need to make sure that you build a high-performance team, it will help you complete all tasks needed in shorter periods of time and make sure all goals are achieved per what you have established in a plan.

We hope that these 4 principles will help you to develop it.

Here at Applied Innovation we have a team of professionals with a unique combination of leadership and experience to prepare your people to adapt to change.