HOW TO BUILD A SUCCESSFUL HIGH-PERFORMANCE TEAM

What does it take to do great work together for 55 years or more?

?Whether you like their music, the Rolling Stones are a great example of a high-performance team. They understand that you need to define a shared approach to working together. It would help if you practiced it repeatedly until it became second nature. Before every tour, the band typically commits to two months of rehearsals. They reconnect with their collective rhythm, which allows them to perform with almost telepathic communication. Lead guitarist, Keith Richards, says that he "knows exactly what's happening by simply watching Watts' (drummer) left hand." If the tempo ever drags, one glance from Richards to Watts speaks volumes. Together, they will then step up the pace.

If you think about how the STONES built a strong team, then I know you can build a strong team.

So how do you build a strong team? Well, first off, we must know that a team is not a single person; in fact, John C. Maxwell said this;

?"The game is over for the person trying to do everything alone. You must link up with others if you want to do something big."

?The single silo approach to growth does not work. Instead, success requires everyone on the team to be on the same page, contributing their best with high accountability. High-performance teamwork involves a shared vision and goals, understanding the strengths and weaknesses of each member, and capitalizing on the team's collective strengths.

?Here are five principles on how to build a high-performance team.?

Principle #1 is the principle of the Big Picture. It means that we see that the goal we are targeting is much more important than the role any one of us will play. Human nature can sometimes drive us to focus on the importance of our role. While it is a crucial component, the overarching goal the team needs to reach takes primary importance. If we don't see the big picture as a team or don't value it, we will not be an effective, high-performance team in the long term.?

Principle #2 is YOUR Niche - In John Maxwell's book, The 17 Indisputable principles of Teamwork, John shares that one of the principles is the principle of the Niche. When I think about this, I realize that there are places where I add the most value. Every one of you has the same thing. You need to identify what your Niche is and identify the same for every team member.

?Principle #3 The Chain – The weakest link impacts the team's strength. This principle illustrates the impact of a weak link on a team by using mathematics. In the first equation, you have five members on a team, and four of them perform at the level of 10. One performs at a level of 5. If the person performing at a 5 level increases their performance to a 10, there is a 10% difference. If you have one weak player on your team, the impact is minimal at first. This is because you are adding each person to the team. However… Overtime. They develop chemistry, synergy, and momentum. The stakes are much higher. Their efforts are multiplied. The weak player, assuming their growth is minimal over time, increases their impact and pulls the team down in their potential.

John Maxwell states: "A weak link robs the team of momentum – and potential."

Principle #4 The Catalyst – High-Performance Teams have players who make things happen! There are seven ways to identify a catalyst. Michael Jordan was a catalyst player. Every team has players who don't want the ball, players who want it but should not get it, and those who want it and should get it because they make things happen.

Seven key areas influence whether we are a catalyst for the team, they are:

1. INITIATIVE - What ideas do you have to help encourage team members to take the initiative
2. COMMUNICATION - What opportunities, if capitalized on, would improve organizational communication
3. PASSION - How can the organization enhance its culture to encourage more passion for the work and mission of the organization?
4. STRENGTHS - What one thing, if implemented, would positively impact development or enhance overall team strengths?
5. ACCOUNTABILITY - What are you willing to do to help the team/individuals to be more accountable? What are you willing to commit to increasing your accountability within the organization?
6. SERVE THE TEAM - What ideas would entice team members to step up and serve more within the organization? As a valued catalyst in the organization, what areas and ways are you willing to serve more?
7. EARN THE RESPECT OF THE TEAM - Think of someone who has earned your respect in the workplace. What traits do they display that you believe facilitate and earn this respect? What are you willing to do to increase the trust and respect others have for you?

Principle #5 The "Bad Apple" – Rotten attitudes ruin a team. Talent is never enough. As a lousy attitude develops with one team member, it affects how we show up, communicate, and contribute. What are some ways you can see someone's attitude has shifted? It is critical to get them to think and verbalize how they recognize a terrible attitude. Your attitude is a "you and you" deal – you can't make excuses about what is happening around you. Your attitude colors everything in your life.

"Attitude is the difference maker! Attitude isn't everything, but it is one thing that can make a difference in your life." – John C. Maxwell.

?Look at how results are affected by attitude. You can have a team with great talent but a rotten attitude and a bad team. You can have great talent with a bad attitude; at best, you have an average team. You have a good team when you take great talent with average attitudes. And when you have great talent with good attitudes, the result will be a great team.

Even if you have a great team with great strengths and competencies, attitude makes the difference. How often do you hear of failed teams who, on paper, had the best talent around but still failed? The difference is attitude. Look at the table to determine where your team falls.

One thing to always remember is that "attitude determines the team's performance" - DENIS BAKER.

When it comes to teams:

1. Not everyone WILL take the journey. Some people don't want to go for personal reasons. For other people, the issue is their attitude. They don't want to change, grow, or conquer new territory. They hold fast to the status quo. All you can do with people in this group is kindly thank them for their past contributions and move on.
2. Not everyone SHOULD take the journey. Other people shouldn't join a team because of their agenda. They have other plans, and where you're going isn't the right place for them. The best thing you can do for people in this category is wished them well and, as far as you can, help them on their way to achieving success in their next venture.
3. Not everyone CAN take the journey. For the third group of people, the issue is ability. They may not be capable of keeping pace with their teammates or helping the group get to where it wants to go

As you think through how to implement this information within your team, remember that YOU are the one who determines the outcome, so you must be consistent in your approach and expectations to ensure the team buys in.