5 Differentiators For High Performing Teams

We’ve talked about how it is essential to hire team members that are a good fit for your organization; we also provided ideas for interview questions. Let’s say you assembled what you feel will be a high performing team; now what?

Ron Friedman published an article in the Harvard Business Review that provides 5 key ingredients you’ll find in high performing teams:

1. High performing teams are not afraid to pick up the phone  
Research found that high performers in general communicate more frequently and use the telephone more than less successful performers (10.1 vs. 6.1 calls per day on average).
Calls strengthen relationships and prevent misunderstandings.

2. High performing teams are more strategic with their meetings
Best practices are incorporated to make meetings more productive and may require prework (39% more likely), use an agenda (26% more likely), and start the meeting with a check-in where team members keep one another apprised of their progress (55% more likely). We also encourage adding some time for personal updates about family, travels, etc which builds relationships.

3. High-Performing Teams Invest Time Bonding Over Non-Work Topics
We touched on this when we suggested adding time in meetings for personal updates and there is a science to this. Studies show that performance increases when authentic and non work-related conversations are held, and meeting colleagues outside of work was also impactful.

4. High-Performing Teams Give and Receive Appreciation More Frequently
Financial compensation is certainly important; equally important are feelings of being valued, appreciated, respected, and trusted. Friedman’s study found that members of high-performing teams received and provided positive feedback between colleagues, and that their managers regularly acknowledged their accomplishments.

5. High-Performing Teams Are More Authentic at Work
High-performing team members express both positive and negative emotions with their colleagues. They compliment and joke with one another and they also share negative emotions. This may sound unproductive, but when managed, it’s healthy to not suppress feelings or ignore differences; being vulnerable requires trust and per Patrick Lencioni TRUST is foundation for successful teams.

High performing team members feel connected; they value one another, they acknowledge one another’s contributions, and they place team results above their own personal gain.

How would you rate your team? What more can you do to create a team of high performers?

Sincerely,
Mike and Jan