Here's how you can create a high-performing team.

Get to know your people - like really know them. Not what their qualifications are or what their resume tells you. Get to know what motivates them, what their strengths are, what they want to learn, and how you can get the best out of them - and in turn, what they need to get the best out of you. It's a partnership. Then, you can implement core steps of establishing clear goals, fostering open communications, building trust, encouraging development, and recognizing performance.

Creating a high-performing team starts with clear goals and expectations. Hire individuals with diverse skills and align them with the team's mission. Foster a culture of trust and open communication, encouraging collaboration and innovation. Provide regular feedback and recognize achievements to boost morale. Invest in professional development to enhance skills and keep the team engaged. Finally, lead by example—demonstrate integrity, accountability, and commitment. You'll build a cohesive, motivated, and high-performing team by nurturing these elements.

Als Coach kannst du Führungskräfte bei der Teamentwicklung unterstützen, indem Sie klare Rollendefinitionen und Verantwortlichkeiten fördern. Klare Rollen sorgen für Transparenz und verhindern Missverständnisse, was die Motivation und Effizienz des Teams steigert. Wenn jeder seine Aufgaben kennt, fühlt sich jeder wertgeschätzt und kann seine Stärken optimal einbringen. Hier zwei Möglichkeiten 1. RACI-Matrix: Diese Methode hilft, Verantwortlichkeiten zu klären, indem Rollen in Verantwortlich, Zustimmend, Konsultiert und Informiert unterteilt sind. 2. Team-Workshops: Regelmäßige Workshops fördern den Austausch und die Klarheit über Rollen und Erwartungen im Team. Alternativ gibt es noch Delegation Poker um die Selbstorganisation zu fördern

Aus meiner Führungserfahrung würde ich nicht mehr von "Rollen zuweisen" sprechen. Wenn ich in meiner Führung Rollen zugewiesen habe, gab es eher Widerstände im Team. Das war für mich frustrierend, weil ich mich gerne als Führungskraft profilieren wollte. Tatsächlich ist das aber nur eine Ausprägung von Führung. Und dieses Führungsverständnis funktioniert zudem immer weniger. Ich habe es als zielführender erlebt, die Umsetzung eines Projekts mit dem Team zusammen zu entwickeln und mit dem Team währenddessen die Rollen abzustimmen.

Start by building trust. Make sure everyone feels valued and heard. Assign clear roles so everyone knows their responsibilities. Encourage open communication and collaboration. Regularly check in with the team and address any concerns promptly. Celebrate successes together to boost morale. When team members trust each other and feel supported, they perform at their best.

Building Trust is a longer term process. It should start with building rapport. Engaging in regular empathic conversations will help establish a healthy interpersonal relationship. This opens up the communication channel in which the team members share their concerns, aspirations and achievements. Trust is often mutual. It's rarely one-sided.

In Patrick Lencioni's "The Five Dysfunctions of a Team," he emphasizes the importance of vulnerability-based trust as the foundation for building effective teams. An example from the book involves a fictional tech company where the executive team learns to openly admit their mistakes and weaknesses. This transparency fosters an environment where team members are not afraid to ask for help or provide constructive feedback. By prioritizing honesty and accountability, the team strengthens their trust, paving the way for improved collaboration and innovation. This approach demonstrates how addressing vulnerabilities can solidify team unity and performance.

Without trust no team. Based on my experience, it is also important to let each member express their strengths, and help them put these strengths at the service of the collective.

Als Coach kannst du Führungskräfte bei der Teamentwicklung unterstützen, indem Sie das Fundament des Vertrauens stärken. Vertrauen ist entscheidend für die Motivation und Entwicklung eines Teams, da es eine offene Kommunikation und Zusammenarbeit fördert. Wenn Teammitglieder sich sicher fühlen, ihre Ideen und Bedenken zu äußern, steigt ihre Motivation und ihr Engagement. Eine Möglichkeit, Vertrauen aufzubauen, ist durch regelmäßige, ehrliche Feedbackrunden. Diese schaffen Transparenz und zeigen, dass jede Meinung wertgeschätzt wird. So entsteht ein Umfeld, in dem sich jeder weiterentwickeln kann.

Always be willing to adjust your Team Meetings to serve the needs of the group. In a recent poll to my team they asked to hear even more from one another, so we adjusted the agenda to where they go first. Company updates and KPI's come after team members have a chance to collaborate.

Culture of inclusion, making everyone important, value & respect their opinions are essential ingredients for a dream, successful team & achievement of common goals.

Provide regular, constructive feedback by being timely, specific, balanced, and focused on behaviour. Use techniques like the SBI Model (Situation-Behavior-Impact), which describes the context, specific behaviour, and its impact, or the Sandwich Method, which starts with positive feedback, provides constructive criticism, and ends with a positive note. Another option is the Ask-Tell-Ask method which involves asking for self-reflections and assessment, providing observations, and asking for improvement plans. Encourage two-way communication for an engaging process, maintain consistency to highlight strengths and areas for growth, and create a supportive environment to foster a positive team culture.

I have found that developing a Team Charter creates alignment around the key elements of a high-performing team. These elements include team purpose, values, norms, goals, communication and decision making. Creating the charter not only fosters engagement and buy-in, but also ensures that everyone is on the same page. Perhaps the most important benefit is when a team gets off track, revisiting the team charter serves as a diagnostic tool and can help reset expectations and behaviors.

I agree with you Seth. We also need to add the leader desire to change/ grow with their team and implement their revised Cultural value. After a setback is the best time to do a group change

Establishing and maintaining company culture is vital for creating high-performing teams. For example, in my previous role, we implemented a culture of open communication and continuous feedback. We held regular team-building activities and celebrated small wins together. This approach fostered trust, collaboration, and a shared sense of purpose, leading to improved morale and significantly higher productivity. Our team’s cohesion and performance surged as everyone felt valued and aligned with the company’s goals.