Understanding the core values of a High-Performing Team, one question at a time.
High-performing teams have always been around, but only recently have we seen this term create a major buzz in the agile world, forcing many leaders to rethink their leadership strategy and actively addressing the challenges experienced by their teams. In order for teams to improve how they work, they need to be intentional about the process, while leaders need to create an environment where high-performance can flourish.
How can I coach a high performing team, when I am the one who needs coaching and further mentoring?
According to Richard Kasperowski, author of High-Performance Teams: The Foundations and The Core Protocols: A Guide to Greatness, who recently sat down with writers from Comparative Agility, the answer is quite simple — “First, by getting coached and educated. For real.’’ Only when leaders identify the skills that make up a high-performing team can they embrace these findings and help their teams do the same.
Lately, we have seen a significant shift in the way leaders manage their teams; they are slowly ditching the command-and-control approach, in hopes of improving the way team members feel about one another and the output they produce. Having team alignment and a clear purpose are what helps keep a high-performance team together, all for one and one for all. But leaders must understand high performing teams wear many shoes, therefore one size does not fit all. Be prepared to try different techniques and dialogues with your team.
A healthy dose of curiosity helps us lead better.
Getting your team to open up and provide feedback can be challenging especially as we have been discouraged to connect and share on an emotional level with one another in the workplace. However, as a high-performing team, we must break free from the old and work together to build a safe environment, where feedback (good or bad) is given and received without repercussions. Once we establish such behaviors and practices, we can further understand the meaning of psychological safety, the driving force of all high performing teams.
Kasperowski teaches and coaches leaders on these very skills. He provides change leaders with the tools and expertise they need to build effective relationships and understand critical dynamics on their teams. So, if you are only learning how to coach a high performing team, take it from him and ask your team two simple questions:
- What was the best team you have ever been on? — The very thought of this fond memory will trigger a positive sensation, ultimately helping you identify your team’s perception of a ‘best team’.
- If you could capture that experience in one word, what would that word be? — Perhaps you all have more in common than you initially thought; maybe you all crave the same team values.
A high-performing team will keep moving forward, regardless of downfalls (yes, we all have them), and they will continue to ask questions, as there is no right or wrong question, only a shared vision and goal towards continuous improvement. Therefore, as a coach and team leader spend time getting to know your team, focus on identifying where your team feels disconnected by emotionally connecting. Once you are aligned on the core values your team appreciates and wishes to practice daily, you will not only be able to further understand what you build as a team but how you actually build it.
Get started today! Help your team understand their shared strengths and challenges by taking this survey designed by Richard Kasperowski.
After all, how will you know what to improve on, if you don’t ask?
Calling all coaches and upcoming mentors of high-performance teams, grab a pen and paper and get listening — our full interview and catch up with Richard is available for your enjoyment here
