What's your high performance team framework?

Based on scientific evidence, I would recommend the following framework for building and sustaining high-performance teams: > use models like the Belbin Team Roles to build a team that has diverse skills, personalities, and cognitive styles > develop a compelling shared vision and purpose with the team using techniques like Vision Mapping and the Hedgehog Concept > establish a climate of psychological safety by promoting vulnerability, active listening, and team norms as part of Google's Project Aristotle > use Dialogue Mapping, Brainwriting, and Reverse Brainstorming to tap into the collective intelligence of your team > adopt Agile frameworks like Scrum and Kanban, and Lean principles like Value Stream Mapping

The 4Ps framework is a comprehensive approach to enhancing team performance, focusing on purpose, people, process, and progress. By systematically evaluating each factor and addressing relevant questions, teams can effectively identify areas for improvement and optimize their overall performance.

I would add that the basic structure is for the team to have clarity about its purpose and objectives to be achieved, the right people in each position, well-defined roles and responsibilities, tools and work processes, and metrics for monitoring performance.

A powerful tool to build high-performing teams through the results of executing Processes is the Management 3.0 Celebration Matrix. Teams reflect: behavior versus outcome. When the team makes a change to the process through an experiment, the result can be success or failure (50/50). If the result is successful, and by continually repeating the experiment the result remains successful, then the team has identified a process improvement, this is a best practice. If the result is a failure, the team reflects and identifies improvement actions for the next iteration of the experiment, this is repeated until the result is successful, and consequently they have a best practice. Change experiments generate greater learning.

There are a lot of frameworks exactly like this one. The 4 P's have different labels in other models - but the core concepts are the same.

How does your team fit into the organisation? Think larger mission and vision. What value does your team (on paper) add to the organisation that is unique? In reality, how else does your team make a difference?

The team's purpose is its guiding light, defining why it exists and what it aims to achieve. It aligns with the broader organizational mission and provides clarity for every member's role in fulfilling that mission.

Ask your team members on how they define the purpose. Do they find it compelling enough? Does this purpose require to be a real team? What would happen if you didn't work on this purpose? Humans crave meaning and purpose and they won't do their best until they personally connect to what they do.

Purpose is the driving force behind your team's existence, providing motivation, alignment, and direction. It clarifies the value and impact of your team's work, keeps focus on key tasks, and inspires others to support your cause. Defining and communicating your team's purpose involves addressing questions about the problem you're addressing, desired outcomes, alignment with organizational strategy and values, and effective communication to team members and stakeholders.

A high-performing team comprises individuals with diverse skills, perspectives, and strengths. They work collaboratively, leveraging each other's expertise to achieve shared goals. Building a culture of trust, respect, and psychological safety fosters open communication and encourages innovation.

There are multiple ways to tap into diversity. Neurodiversity, age, sexuality, ethnicity, for starters. We don't need to reinvent the wheel to get started. Chances are, there are already some Trojan-horsed in your team. So the question we ask is, "How do you waste energy doing your tasks like everyone else, when you could be doing it in a more efficient way". And then we tweak from there. We also can tap into diverse thought. People have different interests, backgrounds, outside-work involvements, amongst others. These experiences can be tapped into for innovation and problem-solving.

I'd add that it is important to set up the work so that team members work interdependently. I often encounter teams that are in fact a group rather than a team, because their work either compete or at best are independent from each other- which doesn't result in high performance. To make sure you are creating a "real team", consider each member's strengths, expertise, and interest and see how they can collaborate and complement each other to achieve a common goal.

When studying the performance of our client's winning teams (and this could be deal teams, competitive bid teams, management or executive teams, etc.), we look at the collective output of the team that is valuable to the business. Reverse-engineering the process, we then look at the attributes and synergies individual team members bring the team so we can replicate that across the organization. It's important to remember that an All-Star Team is not necessarily a team of all stars.

Effective processes streamline workflow, ensuring efficiency and quality in delivering results. Clear goal-setting, transparent delegation of tasks, and open communication channels are essential. Embracing agility allows the team to adapt swiftly to changes and challenges, maintaining momentum towards success.

High performance teams understand their group dynamics and work on improving these. 10 behaviours to measure (via Edgar Schein) 1/ Initiating 2/ Information giving 3/ Opinion giving 4/ Information seeking 5/ Opinion seeking 6/ Clarifying 7/ Elaborating 8/ Summarising 9/ Compromising 10/ Testing for closure I add to this: 11/ Craving certainty 12/ Navigating ambiguity 13/ Action when uncertain What do you look for? Like ?? #igriff

Your team's process is like the engine of a car. A well-oiled engine (efficient process) gets you to your destination (goals) smoothly. Just like different car models (teams) might have slightly different engines, your process should be aligned with your team's purpose. A bonus tip I would add from my experience is: Don't just throw everyone in the car (assign tasks) without a roadmap (clear goals)! Design your process by asking key questions: - How will we communicate goals (navigation system)? - Who handles the steering wheel (task ownership)? - How do we check the gauges (monitor progress)? By addressing these aspects, you can build a process that keeps your team on the road to success.

Celebrating achievements and milestones boosts morale and sustains motivation. Recognizing individual and collective efforts reinforces a culture of appreciation and encourages continued excellence. Regular performance evaluations facilitate ongoing improvement and identify areas for development.

Continuous learning is vital for individual and team growth. Addressing conflict constructively promotes resolution and strengthens relationships. Cultivating a culture of innovation encourages experimentation and risk-taking. Establishing shared values and a compelling vision fosters unity and commitment. Providing personalized feedback and coaching supports individuals' development while enhancing overall team effectiveness.

Sometimes, cross-functional teams can come together to drive the success of a particular event or goal (a product launch, a merger or acquisition, etc.) and it's always important to assess and address any cultural differences that may be inherent to the various departments. An open discussion about communication norms, ways of working, etc. upfront can go a long way to establishing the culture for the new working group and ensure alignment of its members.