Developing a High Performance Team: Optimizing Individual Contribution

by Jo Anne Nelson on March 26, 2013

When developing a high performance team, it is important to start with the basics. What is a team comprised of? First and foremost, it is made up of individuals. To accelerate the performance of the team, focus on and optimize the contribution of each individual.

Obviously, this starts with a choice by each individual. Am I committed to being part of a high performing team? If I am, there are a few key areas to focus on first.

Developing A High Performance Team: State of being

State of being is a measure of physical, mental, emotional and spiritual balance. When I am off in any of these four domains, my ability to perform at or near my full potential is compromised. But, I can only optimize my performance when I am present enough to perceive what my current state of being is. If I am unaware, then I will continue along as is, no matter what the impact.

Developing A High Performance Team: Centering

To build awareness, I must first learn to center. When I am centered I am present, open and connected. That means I am present in real time and I am not thinking about what has happened, or what will happen. I am open to new possibilities, both figuratively and literally. And, I am connected to both my environment and the people around me.

Developing A High Performance Team: Listening

Listening is not a passive activity. When we listen, we interpret the words someone is saying to us. When developing a high performance team, it is important to recognize that we may not be interpreting the way the speaker intends. Therefore, we must build skill in listening so that we can optimize our ability to interpret in a way that is aligned with how the speakers intends it, so we are all on the same page.

Developing A High Performance Team: Story

Stories set context and explain purpose, intention or outcomes. While developing a high performance team, it is important to bring awareness to our story. Is the story we are collectively writing and telling for our team and enterprise one that advances our vision and identity? Or does it limit our sense of what is possible and diminish our effectiveness?

Developing A High Performance Team: Mood

Mood, like story, is a choice. When we are in positive or productive moods, we see the world through a positive lens, and others are more than likely to be open to and have productive interactions with us. When we are in a negative or unproductive mood, we are likely to experience people and interpret events more critically. Others are less likely to be positively attracted to us, and creativity and productivity suffer. The moods we choose have dramatic impact on our ability to achieve and sustain success.

Developing A High Performance Team: Self Care

Remember, teams are made up of individuals. So, if I want my team or company to be the best, then I need to do everything I can to perform at my best.

Self care is critical in terms of everything we have just discussed. If my self care is suboptimal, then my state of being, ability to center and listen are negatively impacted. My story and mood will likely be less productive, and, depending on the severity of imbalance, unproductive.

Putting self care at the top of my list of priorities becomes a necessity if I am committed to developing a high performance team. It will elevate my ability to impact my state of being, my skill in centering and listening, and allow me to have more options when choosing the story and mood that I am in.

These are good basics to focus on at the start. What do you do when developing a high performance team?

 

Jo Anne Nelson

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