Not surprisingly, every organisation wants to develop high performing teams. And there’s no shortage of people willing to share with you their understanding of how to do just that. Two particular articles on the subject caught my eye recently because they both summarised the process into five points – in one case the points were called ‘ingredients’ and in the other, ‘secrets’.
The ingredients included: having complementary skills and roles; sharing a co-created purpose and aspirational goal; having an aligned strategy and implementation plan; following clear execution processes; and the importance of adapting, learning and persevering.
On the other hand, the secrets included: getting your mind right; not using money as the main motivator; encouraging a focus on purpose; constant practice; and making success a habit.
Now clearly, the ‘ingredients’ are more abstract, highlighting the characteristics of high performing teams, whilst the ‘secrets’ are more personal, detailing the actions that the leader of a high performing team should be implementing. But there’s not much I would disagree with in either list.
That’s not my point, however. My point is that developing high performing teams has to involve getting the team members to actually deal with the issues, not simply talk (or read) about them. In other words, no matter how informative a ‘5 ways to …’ article might be, it can never be a substitute for effective team coaching.
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