by Jo Anne Nelson on April 24, 2013
In recent posts, we have examined a few of the components that are involved in developing a high performance team. Remember, we define teams as collaborative social networks comprised of individuals, relationships and conversations. We started by first looking at the role of the individual, then the connections, interactions and dynamics that happen between individuals—relationships. Last, we focused on a few basics of effective conversations.
So now we have a common basis for talking about developing a high performance team. But what separates those teams that perform at the highest levels from those that perform at lower levels?
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by Jo Anne Nelson on April 4, 2013
In recent posts, we have examined what is involved in developing a high performance team. We looked at the role of the individual, and the connections, interactions and dynamics that happen between individuals–relationships. Now let’s look at another critical element: conversations.
High performance teams are pulled together to complete projects or initiatives. And, doing that requires having conversations. The level of skill each individual brings to the conversations they have directly impacts the way the team coordinates and completes the project.
At the start of the project, the team needs to clarify and align around what it is they are going to produce. Otherwise, each team member may have a different interpretation of what successful completion will look like. And to generate efficiency and effective project execution, they need to delineate roles and responsibilities up front and give feedback and coordinate during execution.
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