How can you build a high performance team framework?

In my experience, we will share the annual plan to all team members and explain the connection of company goals and the team's objectvies. Then we may take weekly updates meeting or daily standup meeting to catch up the status and make sure all progresses are on track or need to modify depends on its need. Transparent and effective communication is quite important.

i think to build high performance team frame work we need 01. Define clear purpose and goals , clarifying the purpose objectives and expected outcomes , ensure that team members understand the and aligned accordingly for final goal. 02.encourgae open communication: create enviornment for open and honest communcaiton where team members can communicate freely share ideas and compliment each others strength and weaknesses collaborate for problem solving, 03. Clear roles and responsibility: clearly define each of the member roles and responsibilities and expected outcomes from him. 04.Establish trust and psychological safety : create environment where team members can take calculated risks , learning from failures and promote accountability

A High Performance team is best made when aligned with the KSA framework which emphasizes on the Knowledge, Skills and Attitude of the team members. All of this encapsulated in a well define performance management system which has the undermentioned: 1. Objective settings 2. Monthly, Quarterly, Half yearly and Annual review 3. Continuous feedback mechanism 4. Learning & Development system This would lead to a well guarded system which breeds desirable performance and upskilling further raising the bar and team standards

To build the high performance team framework, a leader must pay attention to, Trust Building - walk-the-talk and ensure team never lose the trust, irrespective of the high/low/pressure situations in the company Communication - Continuous flow of authentic and valid information. Avoid situation-based Invalid/wrong promises to employees. It breaks the Trust. Degree of Independence - Avoid micro/macro management practices. It is of no use except creating doubtful feelings to employees Acceptance & Tolerance - Accept employees as is and utilize their strengths, help/support on their improvements & maintain tolerance on weaknesses (allow them to learn from their mistakes. Don't limit this statement to only Corp slides for town hall meetings)

Start with psychological safety. To quote Dr Amy Edmonson "Psychological safety is mission critical for team excellence in a VUCA world". Three underpinning requirements - a team based on a bedrock of radical candour, clear purpose and the ability to engage in thoughtful conversations.

Empowerment is key. By placing trust in your team and ensuring the right people are in the right roles, you can decentralize decision-making. This not only speeds up processes but also fosters a sense of ownership and accountability among team members.

Alignment and accountability is key, someone said 'what does high performance look like', that needs to be defined and understood and then the team needs to be aligned. Constant reinforcement, reviewing where the team is at to that goal and also ensuring people are empowered and are growing during this initiative are critical !

In my experience, clarity of role, remit, potential overlap with colleagues, and accountable delivery within the team enables each team member to clearly understand their contribution to the broader vision. Creating an environment that breeds autonomy, allows creative thinking and is underpinned by collaboration and a sense of "no one person is bigger than the overall vision" empowers colleagues to find solutions to focused problems while remaining committed to the overall goals of the vision. Regular check-ins provide an opportunity to share progress with the group and to seek feedback on how the respective workstreams align.

I think defining teams role and responsibilities is important but trusting them with their abilities to get through the job is also important. Any team will perform better if they have freedom to express their ideas and plan of execution with timeline and strong support from their manager. As a good manager, We need to understand that not all tasks will go as planned but if team could figure out what went wrong and is ready to improve the gaps a manager should support them. End of the day a good leader should protect his team by taking the responsibility of failure/setbacks and delicate the success to the team with open heart. ??

Absolutely true. Each member of the team has clearly defined role and is also aware of roles and responsibilities of every member of the team. High performing team doesn't require micro management and are self motivated and supportive of other members. Daily meet ( Standing meet - not more than 15 min) must be conducted to review and plan.

The team needs to know who they are and why they exist. Step one is for everyone to share their values so they understand what is important to each team member and why they are making certain decisions. Set two is to agree on the team values and display them for everyone to see every day. Step three is to help each member of the team to understand their purpose and what strengths and talents they bring to the table. Step four is to create a team purpose and again display for everyone to see and share with their stakeholders.

Building a high performance team is dependent on the team norms and values (aka culture). Miss on Culture and no matter how compelling the mission is or well defined the roles/resp are, in the absence of shared norms and values the team will struggle to perform at a high level. The most effective leaders model courage, demonstrate vulnerability and create a psychologically safe space for team members to build and exercise trust. That Trust enable team members to engage in healthy conflict so that they can be clear on and commit to the strategies needed and drive the shared accountability to achieve the required results. Trust -> Conflict -> Commitment -> Accountability -> Results The Five Behaviors of Effective Teams.

Forget about value and align on principles instead. Principles enables us to make informed decisions on how to act, behave and prioritise - values does not. A great way to describe principles is through even over statements. Such as: Health of codebase even over speed Customer satisfaction even over profit By having clear principles, you let team members know how to decide and behave in future situations.

True. In team, we need to have team with diverse experience yet they need to believe in team culture, value. Rules of the game needs to be clearly defined and agree upon.

There is a culture of an organization, and as a leader, you should establish a culture of your team that aligns with the current but also add in what you expect as a leader. The biggest hindrance to high performance is false harmony. Empower your team to speak up, share what is on their mind openly, and establish a culture where that is celebrated. You want your team to speak what is on their mind (appropriately) and not leave the meeting and have side conversations on how the vision/goals/mission will not work. Celebrate disagreements because they challenge others to gain perspective.

Team leads should create clear Standard Operational Procedures (SOP) for their teams to follow. The SOP should be well documented to define the processes for carrying out various operational tasks, workflows, tools required, communication, and reporting processes. The SOP should be improved over time as there might be some changes in tools, processes, and operational direction. Team Leads should provide continuous education and communication to update members on any changes and help members cultivate the habit of following the SOP as a best practice.

Every team member should have a clear understanding of their role within the workflow or task. Therefore, all team members need to create a plan and adhere to it. They should execute and complete their tasks, continuously monitor their progress, and collaborate with other team members for reviews. To facilitate this, the team should utilize a dashboard, Kanban board, or even a Scrum framework. This board can be physical (paper) or digital using online tools. Personally, I find Trello to be an excellent choice due to its simplicity and user-friendliness, making it accessible for everyone in the team.

Every organisation will have their own set of systems which are used to measure teams performance. All the members should be able to access the system, update their inputs , look at the metrics and find ways of improving the performance.

Measure what matters. You don't have metrics for the sake of metrics, and please make sure that the metrics align with the goals. Sometimes, the metrics drive the wrong behavior. Implement a process that will help achieve the vision and work continuously to improve that process along the way. Every quarter, you should be asking the team if the measurement and the processes are aligned with the objectives. There is no doubt that processes increase efficiency, but it needs to be correct. Last suggestion: don't have so many processes and measurements that it slows you down; find that right balance.

- All members need to clearly understand the goals and understand their roles and responsibilities in the work flow. - Each member, instead of just completing the job, needs to complete the job in the best way. - There is always transparent sharing of information as well as timely support for each other.

Feedback is crucial for improvement. Feedback should be both internal and external. This also needs to be based on facts and data. Internal feedback should be on weekly basis whereas external can be on monthly basis.

I think It is crucial to evaluate a team’s performance in two ways: by outcome and by the efforts they have put in with the available resources and timeline. Sometimes, it is not just the final outcome that needs to be noted, but the true effort that has achieved maximum output should be appreciated. Reassessment should be done to identify what was limiting the 100% results. Appreciation is the key. Sometimes, small achievements with appreciation can boost one’s productivity and outcome.”

In regards to their competencies, every team member should know at which level they are currently at and where they are going to. Tools like the SFIA competencies framework is helpful to determine such and give the people their sense of purpose. Once they understand this, its clear what they need to do next and measure their success afterwards.

Open channels of communication are fundamental. Encourage feedback, both positive and constructive. This creates an environment of trust, where team members feel valued and heard.

Where most teams miss is frequency and content of meaningful conversations. These are what Top5% team leaders and Top 5% thriving teams in the world do: WEEKLY - check in, top1 prioritity this week, "What do you need from me?" MONTHLY - "How you're doing in terms of performance, are you on track, what do you need from me?" QUARTERLY - 1:1 and TEAM RETRO (our successes, our goals for next quarter, what works in the team, what doesn't work in the team, learnings, what is one improvement we will do next quarter, everyone commits to one specific behavior) YEARLY - Similar to quarterly, but with more long term focus on yearly goals in the view of the vision. ==== This is SIMPLE and EFFECTIVE framework. Focus on CONSISTENCY and nail the goals.

Change is constant! This is the law of physics! I invite team leads to hold Change Management workshops to train the team about Attachment and Detachment through Needs and Wants. Adaptability takes practice. Do not get set in your old ways; be open to receive new models and ways of thinking and doing things. The post-pandemic workplace is still trying to find a New Normal, where it is not a one-size-fits-all answer. Thank you!

In a fast-paced industry, it's essential to stay ahead of the curve. Encourage your team to learn continuously, be it through training, workshops, or self-driven initiatives. This not only equips them with the tools to excel but also ensures your team remains agile in an ever-evolving market.

Adapting to change is very important especially when your team works on different projects across diverse sectors. Every project will present its unique challenges so having a one-size-fits-all framework might not be realistic. Your framework or SOPs should be improved with both positive and negative experiences learned from past and ongoing projects. You can do this by observation, and taking feedback from your team since people play an important role in executing the framework their feedback is very important. As a leader, you should allow room for improvement and create an atmosphere where your team's contributions can be heard.

High Performing team depicts consistency in overachieving the given objectives. To build such team a leader must instill the PHD- passion , hunger and desire to achieve more and in a qualitative way. Once the objective is given then the same needs to be monitored , reviewed , and the deviation corrected. High performing teams require intense discipline in executing the things they follow the given timelines and keep basics always intact

Understand the End Consumer When building high-performance teams, understanding the end consumer is critical. Teams need to understand the user needs and expectations to define value accurately. Knowing what value represents to users not only enhances the team's sense of purpose and quality of work but also significantly boosts morale. In the long term, knowing their work adds verifiable, meaningful value, increases productivity and contributes to a high-performance framework.

By perception high performing teams are usually seen as a set of people who are purpose driven which makes them self disciplined and hence usually role clarity helps but doesn't bind and continuous self evaluation comes naturally to this team. So though all the above defined perspectives are relevant and important, in my experience it is their passionate and empathetic approach and alignment with the purpose which helps such a team stand out and achieve the high performing status. If we have to string them together rather than engaging through self dedication at least a little of someone's energy is being misused and hence not performing at its peak. The selected pack have to have the right attitude and aptitude for this to work.

In my opinion, a mission, roles, and responsibilities are foundational, but they are not sufficient on their own for high performance. It's vital to adapt the team's framework to changing situations with an emphasis on trust among members. Ensuring that team members know each other well and fostering camaraderie are crucial elements. A sense of trust and familiarity breeds a collaborative environment where everyone feels valued and empowered to contribute to the team's success.

Drawing from different backgrounds, industries, and experiences not only broadens the spectrum of ideas but also the paths to problem-solving. In a dynamic region like Asia Pacific, this diversity became our strength, enabling us to tap into various market opportunities and form deeper connections with our customers, partners, and prospects.