This was a burning issue during a session called “Revving up Team Performance” which we ran for a forum of HR professionals.
Losing a team member is never easy. It creates pressure – covering their workload, recruiting a new person, enabling them to settle in and get up to speed quickly. It costs a lot. And what’s the impact on the effectiveness of a team when someone moves on? How can you sustain team performance?
High performing teams know how important it is to gather external information to ensure smart decisions and shared direction. Yet busy teams easily lose their outward focus and overlook potentially productive relationships. We offer a practical way to identify and engage your key stakeholders now.
Diverse teams ‘challenge your brain to overcome its stale ways of thinking and sharpen its performance’. Research shows that diverse teams are smarter and make good business sense – but only if you create the conditions for success. So how do you build diverse teams to perform at their best?
Our last article summarised a series of articles which pointed to the importance of paying focused attention to building trust and consciously stimulating regular, quality communication. In this blog we offer practical ideas for how to stimulate clear communication.
We live in an increasingly connected and globalised world where even fewer teams meet in person. Our experience and research shows that the lack of face to face interaction negatively impacts both trust and communication (no surprises there). So how do you unlock performance in virtual teams?
Henley Business School’s research shows that the effectiveness of management teams is the most cited challenge for organisations and shared purpose is a critical element of effective teams. In this blog, we share two practical tools you can use to align and strengthen team purpose.
In the latest Henley report, respondents world-wide predict management team effectiveness will be the top challenge in the next three years for companies up to 500 employees. This comes a close second to ‘leadership capability’ for larger companies. Why does this matter and how do you address the challenge? Read on…
Our last blog captured the essence of the conclusions of Google’s 3-year research into effective teams. One conclusion was that more effective teams engage in what the researchers called ‘conversational turn taking’. They share airtime (over the course of a meeting or a day) so that contributions are roughly equal.
So how do you create a habit of sharing airtime in a team and set team members up to think well without bruising the egos of those who tend to speak more or causing embarrassment or exposure for quieter members of the team?
Interviewing a team member a few years ago, I asked the seemingly innocuous question “What’s going well in this team?” and was taken aback when the person said “Honestly? Nothing”. That’s an unusual response, yet we meet many leaders and managers who recognise something isn’t working and instinctively know that successful team working leads to more innovation, speedier solutions, better results and more satisfaction. The challenge is how to get there – some teams thrive and others seem to struggle. Why? What really makes the difference?