Team Performance
by Donna Riechmann
From early childhood on, we all work on teams, whether we are participating in a classroom, sports, job, family, or community. Think of teams you have been on. What worked and what didn’t work? We know what it is like to be on a team that is productive, efficient, and successful. And we also know what it is like to be on a team that is frustrating, dysfunctional, and unsuccessful. As we talk about teams, we want to focus on success, not dysfunction.
In the workplace, organizations face the challenges of maintaining a competitive advantage, maximizing information flow, and responding to turbulent change. Most have found that teams are the primary approach for positively responding to the challenges. Teams enable continuous improvement, and teams enhance production, speed, efficiency, customer service, and employee satisfaction.
Here is a definition of “team”:
A group of two or more people
Who work together to achieve a specific performance task or objective (e.g., a product or service), and
Who are interdependent in terms of knowledge or competencies (i.e., they need each other to get the job done)
A group of technical specialists, each with their own area of expertise and different customers, is a work group, not a team. As examples, a department made up of analysts who work independently is a work group. A group of NASA engineers working together on a mission to outer space is a team.
Now let’s look at a definition of a “high performing team”:
Members of the team perceive the team to be superior in performance (we work together very well), and members believe that they create and produce a superior product or service (what we provide to others is excellent), and
The customer - internal or external - believes that the team delivers high quality products/services (they are satisfied)
If the members of the NASA team report that they function well together and they are successful in achieving their space mission, they are a high performing team. If the NASA team reports in-fighting and confusion, the mission is delayed and over budget, and Bill Nelson is complaining, they are not high performing.
Think about the teams you are part of and ask yourself (and/or the team):
Do we structure team tasks so that goals can be accomplished efficiently and effectively? Do we identify members’ areas of expertise, assign responsibilities fairly, develop timelines, and assess progress?
Do we create an environment where honesty is expected, encouraged, and supported?
Do we provide opportunities for all members to do their best? Do we use each person’s skills and encourage members to draw on each other’s strengths?
Do we make a conscious effort to understand the perspectives of other team members? Do we ask questions, paraphrase, and summarize others’ views?
Do we establish ways to increase morale and celebrate successes?
Does the team leader model behaviors that encourage superior performance by setting high standards, treating people fairly, and championing people and projects?
Remember that it is important to place a consistent emphasis on team development issues and improvement opportunities. Excellent teams have a norm of continuous, targeted improvement for team processes and team tasks.
More about Donna
Donna Riechmann and Geoff Grenert are co-founders of You Can Lead LLC, a company specializing in executive coaching and team performance. This article is based on many years of research and working with teams in a variety of organizations. Our goal is superior, sustained performance!