High Performing Teams seem to be the current catch-phrase for organisations. It certainly has been a topic of conversation with my clients. It’s a logical conclusion. If people are your strongest assets, it follows to grow that asset, you need a high performing group of people. So how do you get to that stage. Here some thoughts :
1. Understand what the definition of high performing means for you:
As with any goal, precise definition of the end result makes it easier to understand, to know when you are heading off-course, when goal has been achieved and what the future looks like. High Performing could mean meeting every deadline on time in full. Or it could mean innovative changes. Or, what I personally believe, having a team that functions systematically and in synergy with each other and the rest of the organisation. Build this definition, whatever you hold true, into the vision and objectives of the team. Better still, build into the wider organisational culture and strategy. Final point, include achievement into measurable KPIs – join the dots from start to finish so that it is truly embedded in the culture of the organisation.
2. Recruitment/Talent:
People are an asset. You get the right people; you have the competitive edge! Get your HR business partner involved and critically evaluate your current team. As a team, is it balanced and ready to take on challenges facing the organisation? If not, identify those gaps and get out there in the market. Be innovative in how you recruit. Work with agents who are specialist in the field and who understand your vision. Have a conversation with specialists you work with, i.e. accountants, lawyers, architects and let them know your plans. How do you manage the “weak links”? Again, if your goal is clear and it is built into the culture of the team/organisation, these weak links will be pushed into change. Get on the front foot and work with team on that end goal. Before jumping the gun, make sure you see the balanced team – as what may at first seem as a weak link could actually add value when the team is looked at as a whole.
3. Set the challenge high and evaluate failures:
Don’t set the bar too low. High performing teams are motivated to achieve; to extend themselves, to take chances and be innovative. Part and parcel of this, is to see failure differently. If things don’t work as planned, go back to the drawing board and instead of attaching blame and guilt, look at the situation and as a team, evaluate where things could be done better. Failure should actually feel invigorating as team tried something different and is learning a new way forward!
4. Longer Time Horizon:
The focus of high performing teams is not to react to short term chaos but to look for forward and act! Spend 20% of your time on the now but the remaining 80%, you are looking forward. For a finance team, it’s what’s coming up, where are we as an organisation going and how does finance proactively be part of the solution? What do we need to be ready for and how do we get ahead of the game? The budget and SOP forecasts should lead this process and finance needs to be ready for that wave of change!
5. Mentor, not manage:
A key focus as any leader with the status of “being in charge” is to mentor the team/individuals. Believe it or not, there is a difference. Mentoring is more guiding, listening, challenging and more importantly, giving the team the tools and support to make decisions. One on one sessions mean more questions from you as opposed to a “to do” list. It means standing back at team meetings and letting the team work through their tasks, with natural leaders taking their role. This can be a difficult given the risk involved so get some coaching yourself on how to mentor!
When we hear the results of high performing teams, we all want to jump on the bandwagon. However, we need to recognise, as with any new idea or catch phrase, the same basic principles will always apply. Get the basics right, keep it simple and look forward!
Prenelle Rungan – 23 March 2016.
Prenelle is a fully qualified CA and lawyer. She has held senior finance roles with global and local companies over the last 15 years. She is currently a Director of BizSync Limited, a consulting company that strives to start businesses on the right foundations. If you wish to contact her, please visit her website www.bizsync.co.nz/contact.