![]() Willingness to name the 'elephants in the room' ![]() What are the non-negotiables that the team needs to commit to.When crisis hits, which rules get thrown out (even if their loss is damaging to the overall team)?.What behaviors do your team members say they are committed to doing, but demonstrate inconsistently?.Creating the common-sense list of high-performing team characteristics in step one is easy following-through and turning the list into meaningful habits in your team is more challenging: In essence, high-performing teams do what they say they are going to do. The focus is on the interpersonal dynamics and behaviors being role modeled - not the transactional piece or the business scorecard. Richard Branson, for instance, has said he spends an hour a week with his direct reports discussing what is working and what is not on their team. High-performing teams go beyond the transactional elements, tactics and tasks and do something concrete with the common-sense knowledge that they have. Related: 10 Insights on Building, Motivating and Managing an Exceptional Team What are you and your team committed to doing next to move toward high performance?.Which elements are you doing well and consistently?. ![]() At that point, you'll have your recipe for high performance: (You can also ask about worst teams and things to avoid - another long list). High performance isn't rocket science, so don't over engineer it! If you ask your team members what they consider a high-performing team's characteristics and behaviors to be, my guess is that they will easily come up with a long list. In our work with teams across the globe, we have identified four fundamental elements that differentiate average teams from high-performing teams: 1. They recognize that focused team development is not a "one-time" event, but a process that incorporates continuous improvement, to develop new habits that become part of the team's (and organization's) culture. At SkyeTeam we work extensively with teams looking to reach the next level of performance. To build a high-performing team, you need to ensure that the lessons learned are relevant to your team and applied when everyone goes back to work. In my experience, managers planning a team-building activity do not spend much time thinking about "what will be different." A "day of fun" is always a nice break from the day to day, but without a clear goal and purpose, it may be seen as frivolous and do more harm than good. Did everyone go back to their usual behavior - working individually rather than collaboratively, talking about one other rather than to one other? Whether or not you thought it was a good use of your time, I am curious to know what happened when you all returned to the office. Perhaps it was a weekend retreat, or an afternoon playing golf. You've probably been involved in a team-building exercise at some point. This section describes the typical attributes of the main Qualifications offered by UCL and provide a reference point for the development of Programmes and Modules.But are you now all running in the same direction? In what ways are your individual, team or organization goals in alignment, or heaven forbid, causing confusion and conflict? What have you done, proactively, to align your team members and build a high-performing team that can cross the finish line together, and successfully? Programmes must include at least 120 credits of learning at Level 4 or above.A Cert HE may be a stand-alone Qualification or a named Interim Qualification from a Bachelors with Honours, Integrated Masters with Honours or Foundation Degree.The following descriptors outline the basic Qualification UCL Programmes may be supplemented by further learning, which may or may not be credit-bearing.
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