Teams that are high-performing can improve the performance of organizations as a whole as well as when leaders can comprehend their team members more effectively and create an entire environment of improved performance.
It takes a long time for teams to unite and “gel” under normal conditions. However, in a corporate setting, we’re often not afforded enough time. Therefore, how can leaders help to speed up the process and ensure high performance within a shorter period of time?
Team Qualities and Dynamics
Successful teams display an enviable blend of clarity, trust and focus. They also exhibit creativity in relatedness, faith as well as intelligent thinking. They blend these traits and apply them to solving problems and crisis management, product development and other areas.
The leader of any team that is high performing – whether at the top or at the frontline of an organization – is a transformative leader who has the ability to direct and get the most from the team.
The role of a leader is to perform on two fronts constantly. A leader not only must effectively manage his or her own motivation, energy levels, and workload and responsibilities but he or she must also ensure that teams can be productive.
In today’s crowded work environments, it is often performed in the context of managing the day-to-day tasks which keep the everyday processes of a business operating smoothly and “firefighting” in the way it’s commonly described.
What can a leader do to do this efficiently and build a high-performing team? Let’s look to neuroscience for some guidelines.
Human Behaviour and Neuroscience
Neuroscience provides us with the knowledge we have six central “intelligence” that each represents an individual human need that is not dependent on the outside surroundings. These needs are evident in the workplace environment in the same way as when performing something totally different.
These “intelligence” could be described as “building blocks” that are at the heart of not only teamwork but also human behaviour in general Tribal loyalty, spontaneity and Vitality, as well as the ability to empathize, Love of Learning and Wonder.
To maximize the performance of their teams, leaders must therefore provide the following six essential requirements for their employees regardless of their environment:
* Security and safety
* Wishing for the future
Implementing it at the Workplace
Of the six, It is believed that people need all of them to a certain degree; however, they do tend to develop preferences for specific tasks over others. This results in distinct personality profiles.
It is also recognized that these requirements are more easily met in periods of prosperity, rather than challenging times where stress levels rise or, perhaps, during times of stress; however, the fact that they aren’t being met is more urgent.
High-performance teamwork requires team members and leaders to be able to discern different personality types by analyzing behaviour objectively – first in themselves and then on teammates.
By doing this, they will be more aware of their needs as well as the needs of other members of their team. They will also have a greater understanding of the team’s interactions and be able to give better and consistent input to the team’s dynamic.
Improved teamwork is a process similar to learning how to play an instrument. The more we work at it, the more proficient we get, while the brain cells “reprogram” so that the new behaviour is more natural.
As with all things worthwhile, it takes effort, but the end result is more durable better performance teams and organizations.