How to Build a High Performing Team

Do you currently have a high performing team? Do you know what components are needed to build a high performing team? If your current team is mediocre, do you know what it will take to get them to the high performance stage? In this blog post you will learn, why a high performing team is essential to every organization.

Before we discuss high performing teams, lets first talk about team dynamics.

The Stages of Building a Team:

1. Forming – when the team members come together for the first time.

2. Storming – when team conflict arises, mainly because everyone is trying to figure out where they fit within the team.

3. Norming – once team members know their place within a team, the way team members interact with each other is now established (the team culture has been formed).

4. High Performing – the right people are in the right positions, and team members understand how to communicate with each other. Additionally, they know how to handle conflict in a respectful manner. Team members also support one another and ensure that the work gets done.

It is important to note that anytime a new team member is added to the team, the team then returns back to the first stage (forming).

Many teams go through the first three stages, but not all teams make it to the high performing stage.

My Experience on a High Performing Team

Many years ago, I was fortunate enough to work on a high performing team in a company as an Analyst. Since then, each time I have the opportunity to lead a team or group, I strive to build a high performing team.

What I noticed when I had the Analyst job, is that each team member had one of the core personalities. I was the analytical and objective person, one team member was a feeler and a relationship-oriented person, another one was creative and a risk taker, and the other one was detailed oriented and structured. We all shared components of these personality traits as well, however one of the traits was dominate in each of us.

Our team dynamics allowed us to view problems and situations from different perspectives and our team had impeccable communication and conflict resolution skills. We treated each other as equals, and no team member dominated anyone else on the team. Additionally, we learned how to be honest with each other in conflict and we always argued behind closed doors. We believed in obtaining mutually beneficial solutions and we developed and agreed upon our own team norms.

For example, we had an agreement with each other that if we disagreed on how to handle a situation, that we would discuss it behind closed doors. Additionally, we agreed that all team member’s opinions would be taken into consideration. After all points of view had been heard on the topic, we agreed to support the group’s final decision (whether or not we personally agreed with it).

Additionally, we were able to provide each other with constructive feedback without anyone getting upset. Let me tell you that as an employee, this was one of my favorite positions, in large part because of my teammates and our team dynamics.

Understanding Core Personalities

Now, let’s speak from the perspective of a leader. It is very possible to build a high performing team. Please keep in mind what I mentioned earlier about the core personalities. Who on your team is detail oriented? Is anyone on the team analytical? Who is relationship oriented? Who is creative?

These particular characteristics are intrinsic to the individual’s core personality. If you are missing any of these personalities on your team, when you have the next opportunity to hire employees, try to fill in the deficit within the team.

Tips to Help Build a High Performing Team

Remember that as the leader you set the tone for your team. How do you handle conflict? How do you provide feedback? It is a good idea to establish a few (4 to 5) team values or norms with your team. This is actually an excellent team building activity, especially when building a team. The important thing is that employees need to know how they are expected to behave in relation to one another, and they should sign off on their team agreement.

After the core team agreement has been established it should become a part of the team culture. It is important that you as the leader, ensure that you also follow the team agreement. Remember employees will only take it as seriously as you do. Additionally, in order to build a high performing team, it may mean helping some employees find other opportunities outside of your team (if they are not a good fit).

High performing teams are a manager and an employee’s dream, because they lead to less stressful work environments. Remember, happy employees are more productive and loyal to their leader and to their organization.

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