TEAM accomplish more than the sum of its individual parts. This is what’s called the synergistic effect. That is why when bands part ways, individual artists cannot rise to the same popularity as when they belonged to a group. Of course, there are exceptions, but the norm still remains that individuals perform better when they are part of a team. Organizations acknowledge this and are investing in research and development to take advantage of the synergistic effect of teams, and they take pains in screening candidates who are not only competent in what they do but would also fit into the current culture of their teams. And when all the members contribute significantly to the goals of the group, it becomes a high-performance team.
One of the leading frameworks used in developing high-performance teams was developed by Pro. Sattar Bawany in a 2014 article, titled Building High Performance Teams Using SCORE Framework.
The acronym SCORE stands for cohesive strategy, clear roles and responsibilities, open and transparent communication, rapid response and effective team leadership. Most of these are fairly easy to implement and can help guide a new team manager in getting a head start and become the catalyst of their team’s success.
A well-defined and clear strategy goes a long way in getting everybody’s buy-in. People need to understand what the strategy is and how it will benefit them in the long run. Team members need to understand what the entire group is aiming for and how their own personal sets of values and beliefs align with the team. Differences in personalities and opinions will result to conflict later on, especially when people are not convinced with the overall strategy or if what they do is not aligned with the team’s goals and objectives. Leaders have a responsibility to let people know where the team is headed and to encourage them to move in the same direction. Leaders also need to convince themselves of the feasibility of their goals because if they are not, how can they convince others to follow? That is why it is important for the leader to understand each member of his team so he can articulate the team strategy and goals effectively in a language every team member understands.
In line with the strategy and goals of the team, members need to understand their specific roles and responsibilities so they will know how their unique skills, abilities and even their personalities contribute to the overall achievement of the team’s goals. It will also help them take accountability for their actions by understanding how their work adds value to the overall progress of the team. Clear roles and responsibilities also help avoid members from comparing each other’s workload. Instead, they would understand the value each member brings to the table and they would respect each other’s strengths and look for ways to complement each other’s opportunities for improvement.
One way for you to get to know your members better is to maintain an open line of communication and being transparent about organizational changes and shifts in strategy. This will help your team adjust to what is about to happen and helps them make informed decisions, not only about how they can contribute to the team’s goals, but also on how the changes will affect their personal lives.
This reminds me of the adage “People don’t care how much you know until they know how much you care.” Your team needs to know that when they come to you with problems about work, they expect you to at least listen and not to dismiss their concerns outright. There should also be open lines of communication among the members so they can work efficiently and not have to go through you for all concerns. Empowering your team to adjust their own strategies and to work with each other to achieve the team’s goal helps foster trust with one another and with you, as their leader.
Open lines of communication will also help in rapidly responding to an ever-changing technological landscape. Innovations in the way we work entail steeper learning curves and faster reaction times.
For teams to cope with these demands, they need to look at creative ways of thinking without a box. A team which can rapidly adjust to changes, who are willing to be flexible in their ways of working in order to fulfill their objective as a team, will outlast teams which could not. Teams who can work as a group and brainstorm for a solution speedily will continue to be relevant to the organization, and will continue to be an integral part of its initiatives and innovation programs.
And, last, a high-performing team has an exemplary leader who can adjust their leadership style as needed. Someone who can encourage and motivate when the team is doing well, and someone who can provide useful and effective feedback when a member is having difficulty in their work.
But then again, you will not be able to do these if there are no open lines of communication and you do not know your team’s preferences and tendencies. A good leader is someone who knows what they are doing, but is flexible enough to know when to adjust the sails. In times of transitions and confusion, a good leader will provide the beacon so the team will not get tossed by waves of confusion or drown in a sea of uncertainty.
High-performance teams are the result of deliberate planning and meticulous recruitment of members who will bring value to the team and the organization as a whole. You do not look at skills alone but also culture fit to your existing group.
Your role as a leader is to understand how your team works and influence them by ensuring there is a clear direction for all, everyone has defined roles and responsibilities, there is seamless flow of information, and the team positively adjusts to change. And once you have done these, expect your team to exceed not only your expectations but the organization’s, as well.