Some observations on achieving superb team performance
Getting performance from any group of people means a permanent change in the way they think and operate a business. To achieve this permanent change it is necessary to consider some aspect of human behaviour.
People want to be great. If they aren’t it’s because management won’t let them be. People do not generally intentionally set out to do a bad job. This usually only comes about when the culture has turned sour.
Performance begins with each individual’s expectations. Influence what people expect and you influence how people perform.
Expectations are driven partly by goals, vision, symbols, metrics and partly by the context in which people work. That is by such things as the pay structure, incentives, operating practices and importantly decision making structures.
The actions of managers shape expectations.
Learning is a process, not a goal. Each new insight creates a new layer of potential insights.
The organisation’s results reflect the individual and the individuals performance. If you want to change the results, you have to change yourself first.
To make changes that will lead to great performance focus on goals, expectations, contexts, actions and learning. The leadership responsibility is to establish the conditions which superb performance serves both the company’s and the individuals best interests.
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