High-performance teams are groups of motivated, goal-focused employees with complementary talents and skills who routinely produce superior results.
Visionary leaders will always capture the imagination. After all, it’s a natural human inclination to put a face on success. But the truth is that business is a team sport. And although their images may be the ones that grace magazine covers, for every Steve Jobs or Walt Disney there are countless teams throughout their respective organizations working cooperatively to achieve company goals.
That said, not all teams provide the same value to their businesses. Certain exceptional work groups stand out above their peers, pushing the envelope and bringing in far greater returns. These high-performance teams use their specialized expertise and unwavering focus to consistently achieve outstanding results. But building high-performance teams is not as simple as finding and uniting top talent under a single set of objectives; it demands a strategic approach to team development, and an understanding of what exactly makes these groups so special.
Most teams can perform assigned tasks. High-performing teams take things further, bringing clear advantages to their parent organizations. Top benefits of high-performance teams include:
Managers of high-performance teams know that their people will get the job done without the need for constant supervision or micromanaging. Team members are autonomous and resourceful enough to deal with issues as they arise, so managers can focus more of their energies on strategic pursuits.
Highly-engaged employees are the heart of high-performance teams. These operators understand their goals and are emotionally committed to the success of the company—beyond simply earning a paycheck. With a clear focus and drive towards success, high-performance teams require little, if any, external motivation.
High-performance teams are made up of exceptional individuals, but where those individuals truly shine is in their synergy. These teams understand their own strengths and weaknesses, and work together in such a way that supports one another to achieve success.
Being fully self-motivated and able to depend on fellow team members allows high-performance teams to accomplish more in less time. These teams set a gold standard in productivity, unhampered by conflict or performance issues.
As a natural result of the above benefits, high-performance teams bring in significantly more revenue. At the same time, the reduced need for conflict-resolution and course-correction results in fewer management-related expenses. Together, these factors mean a greater return on the investments (ROI) that go into forming and provisioning teams.
High-performance teams thrive on diverse perspectives and creative problem-solving. Their collaborative nature and open communication create a culture of innovation, allowing them to generate fresh ideas capable of driving the organization forward.
The ability to adapt swiftly to changing conditions and challenges is a hallmark of high-performing teams. Their coordination enables them to pivot when necessary, maintaining effectiveness and agility in even the most dynamic environments.
Members of high-performance teams often experience higher job satisfaction due to the success and growth opportunities they enjoy within the group. This positive work environment not only boosts morale but also enhances overall team performance and retention rates.
The rigorous standards and collaborative ethos of high-performance teams lead to superior outcomes. Their commitment to excellence, combined with their ability to leverage each member’s strengths, results in consistently higher-quality work that meets (and often exceeds) expectations.
While high-performance teams offer tremendous benefits, creating and maintaining such teams comes with its own set of obstacles. Below are some common challenges encountered by organizations as they attempt to build and nurture high-performance teams:
- Insufficient leadership engagement
A team is only as effective as its leadership. When leaders are disengaged or absent, it leads to confusion and decreased morale. To combat this, team leaders should actively participate in team activities, strive to provide unambiguous guidance, and make sure that they are always accessible for support and decision-making.
- Absence of standardized processes
Without standardized processes, even top-quality team members may struggle with inefficiencies and miscommunication. Implementing clear procedures and leveraging digital tools for streamlined operations provides a clear roadmap; regularly reviewing and optimizing these processes helps ensure that they remain effective in the face of changes or improvements.
- Lack of diversity
High-performance teams thrive on diverse perspectives. When diversity is not prioritized, teams risk falling into groupthink and thus missing out on innovative solutions. Organizations should cultivate an inclusive culture by promoting cross-functional collaboration and investing in ongoing diversity training and development.
- Poor conflict management
When dynamic, assertive individuals collaborate, conflict is inevitable. But while it is to be expected that team members may occasionally clash, if left unresolved these conflicts can erode trust and hamper productivity. Providing conflict management and resolution training, and fostering an open communication environment where issues can be addressed early and constructively, will help counter this risk.
- Unclear goals
Ambiguity around team goals can lead to misaligned efforts and frustration. Leaders should facilitate goal-setting sessions that clearly define the ‘what,’ ‘why,’ and ‘how’ of the team's mission, revisiting these goals regularly to keep every contributing member on the same page and working towards the same objectives.
- Mistrust
Working effectively as a team takes trust; without it no single member can be sure that their teammates are performing their assigned tasks. But building trust takes time and requires consistent and transparent communication, genuine respect, and shared accountability. Leaders can promote trust by encouraging team bonding activities and working to establish a culture of honesty and openness.
- Weak accountability
Trust is a two-sided coin: It requires team members to rely on each other’s efforts while also holding one other accountable for their performance. When accountability is lacking, it can lead to frustration and uneven workloads. Establishing clear roles, responsibilities, and expectations—along with regular check-ins and performance reviews—can keep members accountable to each other and to their collective goals.
- Non-constructive environment
A negative or toxic work environment can stifle creativity and drag down even the most driven team members. Promoting a positive, constructive atmosphere where feedback is encouraged and successes are celebrated helps maintain high morale and keeps the team focused on continuous improvement.
High-performance team members know they can depend on one another, both inside and outside of the office. They cooperate effectively and support one another, and they do not let issues such as ego, resentment, or personal drive get in the way of their team’s success.
Communication is central to success. High-performance team members are fully transparent in exchanging knowledge, ideas, constructive feedback, and more. Vital information is disseminated following a specific, established process. Conflict is addressed and resolved quickly before it can negatively impact productivity or quality of work.
High-performance teams are extremely well organized. Strategies are clearly laid out along with individual and team goals, and progress is measured using quantifiable metrics. Meetings are intentional and action-oriented and allow every member to work together to participate in making key decisions.
Roles within top teams are fully defined, as are expectations related to performance and accountability. Every team member has a complete grasp of their individual objectives, the company goals, and how each relates to the other.
High-performance teams collaborate effectively because they share a common vision and understanding of their goals. This includes the team’s overarching objectives, as well as how the efforts of individual team members contribute to the greater whole.
High-performance team members are not only more likely to receive appreciation; they are also much more likely to show it for others. Teams recognize greatness in their coworkers and are quick to celebrate it.
Emotional maturity is a factor in improved team performance. High-performance team members share positive emotions openly but also share negative ones. This authenticity allows them to express their emotions in a healthy and appropriate way rather than using cognitive resources to suppress them.
High-performance team members are not content with what they already know; they demand ongoing development to continually enhance and improve upon their skill sets. They seek out learning opportunities that benefit their teams and companies.
Most teams can perform adequately when everything goes according to plan. It is when emergent situations force teams into uncharted territory that high-performance teams really begin to shine. High-performance teams are extremely adaptable, capable of pivoting quickly to address new issues or demands without a drop in productivity.
Although there will always be times of frustration where negative emotions must be addressed, high-performance teams generally have high morale and a positive outlook. They are prepared to deal with any problems they might encounter, so they do not let anxiety stand in the way of success.
Finally, high-performance teams depend on strong leaders. While every member of the team is personally motivated without being micromanaged, leaders are vital to success in that they help define goals, provide an environment conducive to collaboration, and demonstrate a clear example by participating in positive company culture. When guidance is needed, leaders are there to help their teams improve.
High-performance teams value and leverage diversity in all its forms. This is because diversity naturally results in a broader range of perspectives, which leads to more diverse insights within the team. This helps teams enhance their approaches to creativity, problem-solving, and innovation. Inclusion supports diversity, making sure that every team member feels valued and empowered to contribute their unique strengths.
High-performance team members can come from diverse social, economic, and cultural backgrounds, but within the team itself they tend to take on roles consistent with the following types:
- Leaders
Leaders provide direction, motivation, and guidance, ensuring that their teams remain focused and aligned with company goals. They set objectives, plan and lead meetings, and play a mediating role in conflict resolution. Leaders also mentor and support team members.
- Creatives
Offering new ideas and innovative solutions to problems, creatives are the outside-the-box thinkers that provide a spark of inventiveness.
- Subject matter experts (SMEs)
SMEs are individuals with specialized knowledge or skills crucial for the team’s success. Their deep expertise allows them to make informed decisions, guide the team through complex challenges, and contribute to solutions.
- Strategists
Strategists look at the bigger picture, planning long-term strategies that align with the team’s objectives and the organization’s overall goals. They anticipate future challenges and opportunities, ensuring that the team is proactive rather than reactive.
- Communicators
Communicators ensure that information flows smoothly within the team and with external stakeholders. They manage communications, coordinate with other departments, and make sure that everyone is informed and on the same page.
- Implementers
Implementers are the action-takers of the team. They turn ideas and strategies into actionable tasks, ensuring that projects are completed efficiently and effectively. They are focused on execution and bringing plans to life.
- Innovators
Innovators are the creative thinkers who drive the team’s problem-solving efforts. They propose unique solutions, pushing the boundaries of what the team can achieve.
- Quality controllers
Quality controllers are responsible for monitoring and evaluating the team’s outputs to ensure they meet the required standards. They are critical for maintaining the high performance and continuous improvement of the team’s work.
- Supporters
Members in support roles provide essential administrative and logistical support, ensuring that the team has everything it needs to function effectively. This includes managing schedules, organizing resources, and handling paperwork.
- Go-getters
Go-getters are laser focused on achieving results and can be considered the ‘workhorses’ of high-performance teams.
- Facilitators
Facilitators establish the necessary processes and systems to promote efficiency and organization within the team.
- Thinkers
Highly analytical and capable of working through complex issues to find solutions, thinkers are extremely intelligent and direct their intellect towards team success.
- Promoters
Team promoters are the ones who act as liaisons between the team and external support resources. They excel at communicating and networking and are clearly focused on big-picture objectives.
- Devil’s advocates
The devil’s advocate takes an opposing stance during discussions to ensure that decisions are thoroughly vetted and that the team considers all angles before moving forward. It’s important the devil's advocate balances their critiques with constructive feedback centered around the team’s objectives and is able to challenge ideas without stifling creativity or undermining collaboration.
One of the most important players in establishing and developing high-performance teams is an effective human resources (HR) department. HR is involved in team success at every stage, and helps promote increased team performance in the following ways:
THR may be primarily responsible for selecting top talent from among a diverse pool of potential hires. This involves doing more than simply selecting those with impressive backgrounds or accomplishments; it means choosing hires that can contribute unique talents and perspectives to support high performance in a team setting.
HR takes the lead in the onboarding process, helping ensure that high-performance team members have the right resources and understanding of their work they need to work effectively.
No employee comes into a new team setting with all the skills and knowledge they need for success. HR is instrumental in the initial training and later upskilling of teams, strengthening competencies and promoting a mindset of ongoing improvement.
HR helps establish working conflict resolution systems, so that when issues arise within the team, there are processes in place to resolve these conflicts constructively.
The right acknowledgement can help top performers excel even further. HR should take the lead in establishing award/recognition systems to help ensure that high-performance team members are being properly celebrated, while also inspiring other teams to improve.
HR can play a key role in establishing and tracking performance metrics to measure the success of teams and initiatives. This helps clearly define team priorities, so high-performing groups know exactly what benchmarks are in place.
When building a high-performance team, there is no one-size-fits-all solution. Different organizations and projects often require a more tailored approach. As such, high-performance teams may take on various forms, allowing them to more effectively address specific needs and challenges. Some of the most common types of high-performance teams include:
- Self-Managed Teams
Self-managed teams operate with a high degree of autonomy, giving members the freedom to make decisions and manage their tasks without direct supervision. This structure fosters a sense of ownership and accountability, which can lead to increased motivation and innovation. These teams thrive when members are highly skilled, self-disciplined, and aligned with the team’s goals.
- Cross-Functional Teams
Bringing together members from different departments or areas of expertise within an organization, cross-functional teams are well suited for addressing complex problems. Innovation and problem-solving are major strengths for these teams, as their diverse perspectives and skill sets allow them to approach challenges from multiple angles.
- Project Teams
Project teams are formed to deliver specific projects within a defined timeline. These teams are typically temporary, coming together to plan, execute, complete, and review a project before disbanding.
- Problem-Solving Teams
Another temporary approach, problem-solving teams are typically assembled to address specific issues. These teams are highly focused, with clear goals and deadlines, and they thrive in situations that require quick, effective solutions to pressing problems.
- Operational Teams
Operational teams are responsible for managing an organization’s day-to-day functions. They benefit from clear procedures, consistent training, and strong leadership to maintain elevated levels of efficiency and quality in their work.
- Innovation Teams
Innovation teams are dedicated to developing strategies, products, or services. These teams operate in environments that encourage creativity and risk-taking, often working independently from routine operations as they explore new possibilities.
- Remote Teams
Remote teams (also known as virtual teams) collaborate across separate locations and time zones using digital communication tools. To be effective, these teams require strong communication protocols, trust among members, and effective use of technology to bridge the physical distance. Although these types of teams were once something of an anomaly, the proliferation of digital communication and cloud-based computing has led to a marked increase in remote collaboration.
Even with the best available talent, resources, and direction, it takes time and strategy to turn employees into high-performance teams. To guide their teams from average to exceptional, organizations should consider the following development framework:
The process of building a high-performance team starts with assembling the right talent and laying out goals and responsibilities. Expectations should be clearly expressed, along with key performance indicators (KPIs) and success conditions. Team members during his phase may display equal parts excitement and trepidation; give them an opportunity to ask questions and express concerns in a safe environment and provide clear opportunities for members to get to know each other to develop relationships of trust.
With the team in place, the next stage focuses more heavily on the goals themselves. Large objectives are broken down into more manageable milestones. If necessary, goals may be reevaluated using new data and better team insights. At this point, teams will likely need to work on developing additional skills relevant to achieving their goals and communicating and collaborating as a group.
Once team goals are more accurately defined and team members have the understanding and skills to achieve them, everyone involved can now focus the majority of their energy towards increasing productivity. At this point, team output will typically see a major jump. When properly celebrated, this early success can lead to further acceleration towards achieving team goals.
Ideally, the team is now confident and effective in performing their duties. Now is an excellent time to evaluate the team’s processes and the performance of individual members. Place the team under a microscope, and take the time to address any inefficiencies, communication problems, conflicts, or other issues that may be preventing the team from operating at optimal levels.
In the final stage, the team should now be fully competent and making major progress towards achieving its objectives. But with this confidence may come an inclination to get comfortable. Don’t let complacency to set in; focus on providing teams with options and incentives to further expand their skill sets. Where team members show exceptional results, have processes in place to officially recognize those wins.
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