High-Performance Teams: It's More Than Just Hitting Targets
Image: Helena Lopes, Unsplash
In today's fast-paced business world, we often hear about the importance of "high-performance teams." But what does that really mean? Is it just about hitting targets and exceeding expectations? It is true that achieving goals is critical, but research tells us that there is another layer to building a truly successful team: fostering trust and genuine connections.
In the pursuit of business goals, it's easy to get caught up in transactions and metrics. We focus on deadlines, deliverables, and individual performance. But without genuine care for our teammates, we risk creating a culture of competition and distrust. Yes, high performance requires clear and motivating goals, but it also requires being deeply invested in each other's success. When we feel valued, supported, and celebrated, and when we feel safe to give and receive input and feedback, we're more likely to go the extra mile, collaborate effectively, and achieve extraordinary results.
So, how do we cultivate trust, connection, and mutual support in our teams? Start by actively listening to each other, creating a safe space for sharing ideas and concerns, encouraging vulnerability, and celebrating both individual and collective achievements.
Keith Ferrazzi (who wrote the best-selling book “Never Eat Alone”) shares numerous examples of how to build team relationships for high performance in his latest book, “Never Lead Alone.” I’ve included three below.
Fostering connections: “Sweet and Sour.” You can deepen team relationships by fostering vulnerability, because vulnerability provides access to empathy. Vulnerability is risky, so start small. A way for your team to ease into it is to regularly include a round robin of 1-minute sharing at your meetings, including what’s going well and what’s been challenging recently in either work or personal matters.
Contributing to peer success: Stress Testing. In this exercise, a team member briefly shares an update about an important priority, sharing what they have achieved so far, where they are struggling and what is planned for the next phase of work? Team members then work in small breakout rooms to answer the questions: What challenges or risks do they see? What suggested innovations or advice might they offer? What offers of support or help do they want to give? This format allows the presenting team member to leverage not only the wisdom of the group, but its support.
Building each other up: Peer Appreciation. Make it a monthly exercise to ask team members to acknowledge a peer who has provided value to the team or helped them individually. This not only makes contributors feel good, it can be a motivator for cross-team support and collaboration.
Remember, building a high-performance team is not just about reaching the finish line; it's about building each other up while we pursue our mission. As the authors of the book The Wisdom of Teams often remind us, when we commit to each other as well as the goal, not only will we succeed, but we will also enjoy the challenges along the way.