The Successful Construction Mode Of High Performance Team

When a working group (a single department or a whole organization) clarifies its specific performance goals, it may well ask itself, "what can we do to achieve this obvious achievement?"

The answers given to this question will help you decide what form or means to achieve performance goals, that is, "work group or team".

The working group focused on individual achievements and achievements.

Members of the excellent working group compete with each other in pursuit of personal performance.

They also provide advice and exchange of views with each other. They also show concern when others are in a bad situation.

However, members of the working group do not have to assume responsibility for their own achievements; they do not want to make incremental achievements that require two or more group members to work together.

The team is different from the working group.

Teams need both personal responsibility and mutual responsibility.

Teams are more dependent on discussions, arguments, conflicts and decisions than working groups; they rely more on sharing information and exchanging views on best experiences, and more on improving mutual performance.

Team work can achieve greater performance than the working group, but it also brings greater risks.

Because of the deep-rooted individualistic values and the natural consciousness of unwilling to place their fate on others' achievements, the selection team must have a leap in belief.

However, the leap of the "forgery" belief has to pay a high price.

If the team fails, the attention of the team members is no longer on their personal goals. The work products will not only increase the significant value, but cost more than the profits. People will certainly be angry with them for the time and rush to do the work, and there will be a feeling that the team will fail only.

The working group bears less risk.

A good working group does not need to spend a lot of time on setting goals, goals and methods, because it is usually a matter of leadership.

If performance challenges do not meet the requirement of team form, it is more reasonable to make efforts to improve the efficiency of the working group than to try to become a team.

The question is whether the performance goals you want to pursue can only be achieved through team work.

This question is the most qualified and most powerful answer for you and your supervisor.

If the answer is yes, then you should not only be prepared to enjoy the value-added results brought by the team, but also be prepared to face and overcome the risks it brings.

The only way to overcome the risk of choosing a team is that all team members, including team leaders, must always adhere to the following code of conduct: never focus on "becoming a team", but focus on meaningful team missions and specific performance goals.

Only in this way, when teams encounter risks, the team will not be dispersed or reduced to a "pseudo team" because of external obstacles or internal conflicts.

In the face of risks, a potential team will grow into a "real team" by adhering to this principle.

By this time, a fully developed sense of mutual trust and mutual responsibility has emerged.

Team members' attention is entirely focused on the purpose of the team, concentrating on how to do the best for the overall interests of the team -- team mission and performance goals.

Most potential teams can become real teams, but if they do not bear the risk of conflict, trust, interdependence and hard work, they will not be able to accomplish this change.

The trust and dependence required by mutual responsibility will not arise without taking risks.

If potential teams, including managers and senior executives who care about their achievements, ignore the very important link between risk taking and performance, they are easily frustrated and frustrated.

Because choosing to join the team is a professional risk; abandoning personal control is a performance risk; acknowledgement of personal responsibility for the necessary reform is a risk of self-esteem; accepting others' leadership is a risk of traditional consciousness; abandoning hierarchical order and control is a risk of stability.

Of course, it is reasonable to accept these risks only when the team's hands and feet are allowed to pursue performance goals.

Now you have to ask yourself the question: "are I willing or ready to face these risks?"

The biggest reward for every member in a real team is never from material, but rather "once in this group".

There are many ways we can learn to learn how to build a high performance team. However, there is no standard method or formula that can guarantee a good team leader.