The basis of this training is that high performing teams and cultures come together to achieve an ultimate goal and mission, driven by a clear purpose and set of values that are lived and shared amongst the team and organisation. The aim is to take participants from the first level of individual mindset and self-awareness and provide them with the knowledge and understanding how their skills and behaviours have an impact and effect on the team.
An effective way to achieve high performing culture is to create high performing teams. A high performing team is a group of people having complementary talents and skills. They are provided with specific roles and are committed to a common purpose. They consistently show high level of collaboration and innovation. They aim at achieving team goals and producing superior results. In a high performance team, people are highly skilled, and they can interchange roles. Leadership is not fixed within a high performance team. Various team members, according to the prevailing needs and circumstances, take up leadership roles. High performance teams have a robust method of resolving conflicts so that they do not become a barrier in achieving their goals. There is a clear sense of focus and intense energy within a high-performance team. Collectively, the team has its own consciousness, indicating shared norms and values within it. The team feels a strong sense of accountability for achieving its goals. Team members display high levels of mutual trust towards each other.
High performing teams succeed by creating a culture that promotes outstanding performance by setting clear targets, expectations, and objectives while encouraging members to grow and develop in a trusting environment. A High Performance Team Culture reinforces the mission, vision statement, and values of the organization by providing a strategic alignment. Alignment leads to improved performance, productivity, and bottom‐line results. High Performance Team Cultures within successful organizations are those that have the following seven interwoven core competencies: Leadership, Coaching, Teamwork, Commitment, Clear Roles & Expectations, Communication and Trust.
While these seven competencies map the journey to building a High Performance Team Culture, the emergence of some key attributes will signal an organizations and/or team’s arrival at its destination. Attributes such as:
- High aspirations and a desire to win: For employees in high performance team cultures, good is never good enough. They are always pushing to go farther, better, faster. It’s not just about short‐term financial performance. It’s about building something truly special and lasting.
- External focus: Companies with high performance team cultures focus their energies externally on delighting customers, beating competitors and caring for communities.
- A “think like owners” attitude: A hallmark of a high performance team culture is that employees take personal responsibility for overall business performance. They strive to do the right thing for the business, putting aside issues of personality or territory.
- Bias to action: High performance team cultures are impatient to get things done. They are doers, not talkers, keeping an eye on where the value is to ensure their actions will enhance the business.
- Individuals who team: High Performance Team Cultures encourage people to be themselves and help individuals develop to their full potential. They also recognize the importance of teamwork, being open to other people’s ideas and debating issues collaboratively.
- Passion and energy: Everyone in a high performance team culture gives 100%, striving to go beyond adequate to exceptional in the areas that really matter and bringing an infectious enthusiasm to everything they do.
A high performance team is one in which all members of the team work towards shared targets and has a sense of shared responsibility for the results the team achieves. As the team performance improves over time, the better the results. Building high-performance teams is the product of determined intentionality. Development efforts must be designed to leverage a team’s time and resources rather than taxing them.
Well-integrated, high-performing teams–those that “click”–never lose sight of their goals and are largely self-sustaining. In fact, they seem to take on a life of their own. And it all comes down to leadership. In every case that has been studied at the Europe-based Centre for Organizational Research, teams that ‘click’ always have a leader who creates the environment and establishes the operating principles and values that are conducive to high performance. The evidence for this is clearly seen in organizations where a manager who creates high performance moves to another part of the organization, or a different organization, and within 18 months they once again establish a high-performing team. We believe these leaders operate in an organized, systematic way to build successful teams, and that the formula not only involves what leaders should say and do, but also what they should not say and do. It also involves working backwards—leaders should envisage the future before dealing with the present.
The four most significant behaviors consistently demonstrated by high-impact leaders are:
• defining clear goals or a vision of the future in accordance with overall organizational aims (the “big picture”)
• creating blueprints for action to achieve those goals
• using language to build trust, encourage forward thinking and create energy within the team (“powerful conversations”) • getting the right people involved (“passionate champions”)
At the end of this session the learner will be able to:
- Explain culture, it’s importance and how it influences performance and results
- Outline the impact culture has on behavior and motivation
- Explain how culture is created, embedded, developed, managed and changed
- Detail the structured approach to transforming a culture
- Identify how to build a culture that promotes integrity, trust, teamwork and high performance