A great company cannot exist without high performing teams
In a corporate world where teamwork and teams are essential to consistently delivering outcomes, building and maintaining high performance teams has never been more important.
Too often teams operate below their optimal range, compromise their outcomes and never fully realise their potential, costing the company, the team and the individuals opportunities, progression and results.
What is a high performance team?
Our research shows that a high performance team always has 10 key levers operating optimally. Alignment, accountability, collaboration, trust, engagement, innovation/ creativity, feedback/ learning, resilience and results work together synergistically to create a team where the sum is greater than its parts – a high performance team.
How do you know if a team is operating below its potential?
Every team is unique. Comprised of a group of individuals, the way teams operate below par varies greatly. The team may continue to meet expectations but never exceed them, there may be high turnover, 360 results are consistently poor, business growth may be stagnant or slow, leaders and/or members may be frustrated or it may be a combination of all factors working against the team’s results. When compared against a thriving team, it quickly becomes evident which teams are operating sub-optimally.
How can you identify the levers which need attention?
In conjunction with Dr John Molineaux, Kirk Peterson of Performance Shift has developed a proprietary High Performance Team (HPT) Diagnostic. Based on proven data science, Performance Shift’s proprietary HPT diagnostic quantitatively measures and analyses each of the 10 high performance levers.
Applying the diagnostic, a detailed analysis of each lever is undertaken and a bespoke team report is developed, clearly mapping which levers offer the greatest opportunity for improvement. In the report, the data for each lever is outlined and graded in isolation and also analysed in relation to the 9 other levers, prioritising which levers are in most urgent need of attention. Using this diagnostic to determine issues and development opportunities maximises return on investment by channeling funds into the most critical areas.
Dr John Molineux FCPHR
PhD, M.Mgt., Grad.Dip.Mgt., B.Bus., Grad.Cert.H.Ed.
With 30 years’ experience in Human Resource Management roles across various organisations, Dr Molineux completed his PhD in 2005 and since 2010 has been working as an academic at Deakin University, teaching HRM and Leadership to MBA students and undertaking extensive research in Work-life, HR roles and Positive psychology. Positioned as a thought leader in his field, Dr Molineux has published academic journal articles in Strategic HRM and organisational cultural change, Systems design, and Work-life issues.