Working Towards Being a High Performing Team

If a team is high performing, then we all shine. I wonder if you can articulate what you think a high performing team is?

I would like to suggest that a high performing team is one that:

• Has mutual accountability
• Has complimentary skills
• Commitment to a common purpose
• Has shared performance goals
• Is highly effective and produces superior results

What is effective? Satisfies both internal and external customers, develops the team learning and capacity to succeed in the future, gives individual team members a sense of meaning that leaves them satisfied (both explanations courtesy of University of Queensland).

As a consultant it is likely that you are “one of them”, not “one of us” and so sit a little bit outside the team (depending on how long you have been on site). Regardless of this you still need the team to get the best results it can. Think of the team that you work in and do a quick check against the list; do your team meet or exceed expectations? Is the most recent project that you are working on equipping the team for future success? What are you learning about each other and can you use the learning to work together better in the future?

One of the downfalls that impact the success, particularly where teams can be brought together but don’t naturally work together, is that they are competing for resources and the common goals have not been made clear. We often fail to give enough time for people to get to know each other better and because of the human psyche we make very quick judgements about each other which are not so easy to unpick. What can you do to get the team to the position where they can at least have a chance at becoming high performing?

Well here’s something to think about; the good old-fashioned forming, storming , norming, performing. Long standing the theory may be but absolutely current is what it identifies.

Forming – at this point the leader needs give clear direction and take charge
Storming- the leader needs to start to persuade people and influence them to do what needs to be done.
Norming – by now the leader takes on the role of the supporter enabling others to achieve what needs to be achieved.
Performing – the leader can start to delegate and keep the team on track

Clearly this is a really simplified view of it all. If you would like to learn more through our blogs – let us know. If you want hands-on support, give us a call. Kenzie Group is a very experienced consultancy working globally and is very happy to be providing information to our loyal readers.

Penny Whitelock FinstLM


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