Senior Business Director, Hays Singapore
Strong teams made up of talented individuals help companies succeed in the increasingly complex business environments they operate in today. However, the best teams are more than a collection of talents – they are a unit directed towards a single purpose. But assembling the right team can be an enormous challenge in itself and requires a mix of raw talents, clear direction and timely management.
The notion of the “high performance” team has been around since the 1950s when the term was first coined in the United Kingdom. Since then, the concept has been used to describe the anatomy of winning sporting sides, business units and other successful teams.
There is widespread recognition in all fields that it is team-based effort that brings competitive edge rather than individual performances. And while the relationships that exist inside teams are too varied and nuanced to apply to a ‘one size fits all’ formula, there are a number of typical characteristics that bind high-performing teams together, wherever or whatever their goal.
The high performing team is united by a clear purpose that is so compelling that each member willingly provides the extra effort – or discretionary effort – required to make peak performance their norm. Each member understands not only how their role impacts on their fellow team members but also the overall success of the organisation.
Our latest Hays Journal looks at how the theory behind high performing teams has been put into practice by some of the world’s most successful companies. The case histories show how creating a high performing team can help a company achieve sustained high performance even through change.
From a manager’s perspective, considering the team as a whole offers a challenge of its own. High performance teams trust in the competencies of their fellow team members and stand together in the face of change. This can be a change of manager, the technology they use in their work or to the business conditions they operate within.
However, even a high performance team needs monitoring to identify what is working and what isn’t and make changes as needed. The relationships and behaviours of a team need to be reviewed to monitor how a team is working together, handling conflict and developing trust. This should apply to both self managed teams and those that are led.
If there is a change to a team because someone leaves, take the time to re-establish the fundamentals including ensuring each team member understands their role and tasks as well as their purpose and their expectations of one another. This will allow the team to operate free of politics to focus solely on performance.
To read the full article visit hays.com.sg/hays-journal or for more HR-related articles and discussions join our LinkedIn Group “HR Insights with Hays.”
Hays HR team
#27-20 UOB Plaza 2, 80 Raffles Place, Singapore 048624
Tel: +65 6303 0721
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