Two months ago I spoke with a colleague about high performance teams. I told him about my interest to discover how some teams can achieve income and much higher performance and longer. And more amazing still, achieve different performances towards distinct contexts or leaders of these groups of people.
And he asked me "You should try to understand why?"
Can you help me? Maybe it's a matter of:
- Leadership;
- Vision of the team;
- Total commitment;
- Perfect alignment of individual and collective goals;
- Others…
- ???
18 comentários:
Parabéns por mais este passo.
Keep on going!
Rui, have you ever heard of the sentence "money shoots goals"?
No, what it means?
In case we are talking about football teams you might want to have a look at the German case of "TSG 1899 Hoffenheim" where SAP-founder Dietmar Hopp as a private person invested millions - very succesfully. Moreover, have a look at ManU, Ba...rca, Real Madrid etc. that are the clubs with the highest turnover - it gives evidence that "money helps" building a succesful team. In short, good investment is neccessary to follow the competition. In case we are talking about already existing teams (where ppl should not be moved/added), money can only be a short-term extrinsic motivator (motivation may be harmful to your system!). To my mind, what is of importance is the intrinsic motivation that can only be achieved by trust, reliability and the chance to act on one's own responsibility. Instrinsic motivation can be achieved through good leadership. So far just in short for your question. You could fill books with your question!!!
2nd thought: Could your question also be: "how can I motivate my employees to work harder, generate turnover..."?
Your second thought is easier because there is no concrete answer. Commitment, team, leadership, recognition, complementarity, etc.. In my case, individual recognition and the draft motivate me.
First question, of course you can write many books about it, I am finishing my:) But you can not confuse motivation, leadership, etc., with high performance teams. These teams have high levels of intrinsic motivation, commitment, good leadership, cognitive flexibility, communication, etc.. The money in sport distorts some of these levels ...
The (An?) answer may surprise you. It has nothing to do with personality types, role preferences or even competencies as such at the start at least.
Brazilian Professor Marcial Losada found that high performing teams do some specific behavioural ratios that lesser performing teams do not do. These things seems to be pivotally important for cognitive and emotional engagement reasons but happen almost below the level of consciousness so that people rarely in retrospect recall quite why some teams perform and others do not. The three specific behavioural ratios cannot be prioritised. Each and all seem to be necessary at a team level.
High performing teams A) show as much interest in others as they do in themselves, B) ask as many questions as they offer opinions and C) make six times as many positive comments as negative ones. Losada suggests that the 'tipping points" are at three times as many up to eleven times as many positive as negative comments.
The interest in self v interest in other seems to apply at every level, me v others on the team, this team v other teams, this organisation v other organisations etc and enables the team to be aware of how they are relating to the rest of the world. Losada describes and I have met teams where the ratios are one expression of interest in others for every 30 expressions of interest in oneself, one question for every 20 opinions offered and 2 negative comments for each positive one, possibly a reasonable (if unhelpful) response to the team reality they have inadvertently created.
The effect of the three behaviours is to make the team aware of and connected to the rest of the world and engaged with their purpose and with each other, open minded and willing to learn and adapt to their emerging reality. That engagement and connectedness leads to positive action and attracts resources and attention. It is ultimately the repeated team action that lead to the success.
The essence of 21st century team success is that it comes not from what you have, bit only and always from what you do. As soon as you become aware of this you can start to change what you do at once and start to raise your team performance.
We'll be pleased to help you assess your teams and give them the feedback to help them become a truly great team themselves if that is what they would like to do. Call us at www.Humap,com.
Jonathan Wilson
Thanks a lot Jonathan, i will look more information from Marcial Losada and trying to find some things in portuguese. Maybe we can talk after.
Do you Eduardo Salas? From EUA...about expert team?
Hugs
I'm afraid I don't know Mr Salas, except that Google shows me he is a professor in Florida and has written interestingly about teams and decision making. I'll order one, I think. The most recent and an excellent book I have just seen is Peter Hawkins' "Leadership Team Coaching".
Jonathan Wilson
Weel, i don't know too 'your' book, i will look. Thanks a lot.
Prof. Salas have some articles about teams and you can find some pdf.
Best regards.
Hello Rui,
For any team building there has to be a process of training and then keeping the team accountable. If you'd like to know about this a little more please send an email to info@ffmtp.com. Stand for From the front Management Training Program.
Great days to you.
Liz
there are too many possinilities!
if I understand you mean the same group of people as a tema in different contexts and with diferent leaders achieve great results? It looks like a self-managed team with leaders in all/some team members. And, the external "leader" only needs to point the results and rules of the game!
I'll say that's a "Dream team"...
What happens when a member changes?
Pedro Azevedo
yes and no. High performance teams need a leader, perhaps a visionary leader or coach. But I have not spoken of dream teams as USA Basketball in Barcelona OG 88. I asked the opinion of the key features in these teams. What do u think?
Well Rui, in my experience it's a bit of everything you said.
I mean when you have a leader who can align the individual goals to the collective goals through a strong vision, you can get total commitment. Although this seems a simple formula, it's a heck of work! because leaders (or bosses) usually lack a vision for their team. because collective goals are not always clear. because individual goals clash with collective goals (ah those black sheeps!).
As this is an area of interest of mine too Rui, feel free to contact me for us to share ideas (nuno@nunomiguelalmeida.pt and tlm 965157631)
Nuno Miguel Almeida
@ Jonathan - It's good to see that someone has begun quantifying these key distinctions of high performing teams. I do something called Team Dynamics training, apparently I've been cultivating these keys. I find that helping team members to create a unifying vision, create channels for more effective communication, and share expectations about how the team evolves is what leads to success.
Christopher Aune
Good comments all. I too develop team dynamics and it is interesting that to develop a 'TEAM' you need to develop the individual and their behaviours/skills. A good program to take staff through is IIE by The Pacific Institute. It really is based on How you think is the way you act & in a team dynamic this is pivitol. @ Jonathan - great opening sentence and often ignored.
Rui—great question. Jonathan—great discussion. The behaviors that you mention Losada found are sometimes referred to as personal virtues and social virtues. For example, showing as much interest in others as in oneself is related to things like helping others succeed, focusing on the good of all, having a sense of duty, generosity, and being fully present when interacting with others. Asking as many questions as one offers opinions is related to things like seeking first to understand, and actively seeking to incorporate others’ perspectives and reach consensus on shared goals and objectives. Making six times as many positive comments as negative ones is related to things like optimism, positive regard for others, and encouraging others.
We actually have a research survey underway that will determine which personal and social virtues (out of about 75), and which behaviors we term “effective interactions” (out of 18), are most strongly related to building the trust and cooperation that lead to high performing teams. It’s an extension of work we did that found personal and social characteristics to impact economic performance. With our current study, we will determine the main clusters of virtues/characteristics behind top-performing teams, show how they impact job satisfaction, innovation, intention to leave, etc., and write a book that will discuss the findings in detail. Anyone who would like to participate in the 30-minute online survey will receive a summary of the findings, a free report comparing a team that they’re on to the norm and to top-performing teams, an opportunity to purchase the book at cost, and entry into a drawing for a $500 Visa gift card. If you’d like to be among the first to know what we find, or if you know of anyone that would be interested in how their team compares to the norm and to top-performing teams, the survey link is https://www.surveymonkey.com/s/BL37J7D .
Lynn
Rui I agree with you! I've used dream team as an example because it's easy to visualize. I do believe all members of these teams have leadership skills, in ther I inlcude commitment, goal oriented, alignmente between team and personal goals... instills confidence; invest time to be personally "connected" with the organization; inner confidence; personal ownership and accountability for results; consistently delivers results that meet or exceed expectations;...
Like Mourinho says, a fast player is the one who think fast not the one who runs faster.
I think these high teams needs a lider who is a coach, at this level the coach must be looking itno the future, has to be confidence, must empower is team players.
Pedro
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