High-Performance Work Teams

Characteristics of High-Performance Work Teams

Although there is no simple measure of performance effectiveness for groups, and no team is identical, there seems to be a shared understanding of what makes an effective group work. High-performance work teams are generally composed of a combination of purpose and goals, talent, skills, performance ethics, incentives and motivation, efficacy, leadership, conflict, communication, power and empowerment, and norms and standards.

Team purpose, goals and roles

High-performing teams are synergistic social entities that work toward the achievement of a common goal or goals—short term and long term. They often exemplify a total commitment to the work and to each other. Team members do better work when

Morale typically increases as performance increases. After selecting for talent, it is critical to ensure that the team members possess complementary skills (e.g., technical, problem-solving, decision-making and interpersonal skills). Team members must exhibit a sustained commitment to performance excellence, exercise candor and mutual respect, and hold themselves and their organizations accountable at both the individual and team

Forming. Individuals are trying to get to know each other and the organization and have not formed a commitment to the team. In consult with HR, project leaders provide direction and outline expectations. In addition, HR might use DISC or Myers-Briggs assessments and then facilitate a discussion about the results to help the group understand each other's differences and operating styles.

2. Storming. In this typically rocky stage, team members may challenge the leader and each other. The leader coaches members on how to manage conflict and to focus on goals and may ask the HR team to help facilitate related training.

3. Norming. After individuals have worked through conflicts, the team begins to develop. People begin to appreciate their differences and start to work together. The leader begins to serve as a facilitator, offering encouragement and guidance. HR serves as a continuing support and can facilitate discussions or offer training as needed.

4. Performing. At this stage, the team is fully functional, and members are able to manage their relationships and work toward shared goals. Team members feel accepted and communicate openly with the leader. The leader focuses on delegating responsibilities and must identify when the team is moving into a different