The Characteristics of High Performing, Happy Teams (and how to build one)
“If everyone is moving forward together, then success takes care of itself”
Why do some teams perform better than others? What sets them apart from the rest? And what happens to a team to increase or decrease that performance?
A good team will have a group of individuals with specialised experience and a complimentary skill set, but what makes that team excel?
What is it that differentiates good from great? And how can you improve your team’s efficiencies, whilst also keeping them happy, and in the job?
Building a high-performing team requires more than just assembling a group of people with the right skill set and a goal-oriented attitude. It requires careful development and great leadership to bring out the best in people.
What makes a high performing team?
Team dynamics come with so many variables - the industry, size of team, personalities, leadership style and the unique time pressures of the work you do.
However, the factors that make a successful team are similar across the board.
Having mutual respect, common and aligned vision, open communication, and support can all help make for a successful team.
Most teams under-perform, and don’t reach their full potential. The best performing teams have learned how to work together, how to be healthy and productive.
Some of the common characteristics of great teams are:
Clear Goals - high performing teams are aligned in their focus and priorities. They set team and individual goals that contribute towards the goals of the organisation - and they are clear on the company’s wider values vision and mission. Great teams know how to prioritise and manage workloads.
They understand how their work fits into the bigger organisational picture - when employees understand how their job - and they as individuals - fit into the overall vision of the business, they are more engaged and productive
They communicate clearly and with empathy - when communication breaks down, conflict arises and performance suffers. Confict is normal, but healthy teams will be able to manage disagreements without them escalating
They celebrate and commiserate together - they understand that they stand and fall together, and do so without ego or judgement.
They prioritise learning and development - in order for teams to stay ahead, fresh and innovative, continual professional and personal development is key.
These all sound pretty sensible, and your team is probably already there-or-there-abouts?
So what can you do to improve? How can you tell what’s missing?
How to build a high performing team
It all starts with Communication - a team who truly hear, understand and value each other and the diversity they bring will their best.
A staggering 82% of people rarely feel truly heard, leading to missed opportunities, missed skills and a sense of frustration and lack of perceived value - even lack of self-worth.
This means that teams perform at less than 60% of their best.
Taking the time to develop the teams’ understanding of themselves and each other will allow the quieter voices to gain in confidence, each team member to value each other’s contribution more and therefore improve team morale, as well as eliminating leadership blindspots. If you really listen to the whole team, you’ll see the breadth and depth of knowledge and insight that other teams can’t.
When change and conflict arise they are addressed in a healthy manner, allowing the team to grow, rather than feel resentful.
Relationships - As Simon Sinek said “A team is not a group of people that work together. A team is a group of people that trust each other.” When teams communicate effectively, they build relational trust. They know the strengths in the team and are able to provide support when needed. Great teams trust each other, and are engaged with their work, and with each other, rather than just being compliant.
Alignment - Are your team really clear on the vision for the business, and the values the organisation is build on? Do they find the vision compelling? And do they trust that the values are actually lived by the leaders? Alignment can only happen when every voice has the opportunity to shape and own the agreed outcomes. Being aligned on the vision leads to better strategy and tactics, which makes it easier to deliver. When your team know what they are doing, when and why.
Execution is a by product of communication and alignment. Do your team consistently deliver against deadlines, budget and to a high standard? If team members communicate effectively, are clear on their objectives and feel sufficiently qualified and supported to deliver - they will go above and beyond.
Which, in turn creates more Capacity. A team excited by the work they are doing will thrive. Which allows you more capacity to develop your team and expand what’s possible.
A motivated, engaged and supported team will work more efficiently, with more sustainable enthusiasm and will go home feeling like they’ve contributed towards the greater good. The Business Case for Happiness is a compelling one.
If you’d like more information or help on how to improve performance, reduce staff turnover and make your people more productive, please get in touch.