High Performace Teams

According to the Harvard Business Review, Executive teams only deliver an average 63% of what they had agreed in their business plans, leaving more than a third of agreed upon outputs undelivered. More worrying is that these figures were uncovered prior the “great recession” when there was plenty in the time of budgets and resources. What would happen should more be expected with considerably less resources available?

Executive teams set the bar for performance in all organisations, and, sadly, many are underperforming on their commitments and capabilities. Successful teams are a combination of functional competence, higher performance and reliable consistency. High performing sports teams train and practice 90% of the time for the 10% game time they are required to execute. Our work teams are required to perform 90% of the time and at best get only 10% of the training that they really need. Managing, motivating and driving teams to higher performance in the workplace not only requires more energy than most team leaders (CEs) can find, they also don’t have the time to dedicate to analysis, understanding and game play strategy.

Corporations who engage Ascent Coaching for their executive teams find that the process helps the team set and fully align on goals, work to a common team agenda and hold individuals accountable for their contributions to the whole. Coaching in this case creates a unified way of thinking and behaving, provides a safe atmosphere for healthy conflict and helps build deep trust and understanding among the team. The emphasis here is on coaching the performance, effectiveness and execution of the team’s operations.

The starting point, of what is traditionally a twelve-month engagement, is the creation of a framework on which the team can work better, faster and in a more aligned way. The team would traditionally review and learn from its past, align on forthcoming annual goals, work to develop strong and clear accountabilities and set up an approach to enable the most effective team dynamics. This should result in a detailed team plan which documents goals and accountabilities as well as the more transformational aspects of a successful team. Each team member would then score their and the team’s monthly progress. This will be important when the team has the conversations necessary to assess, understand, challenge, develop and evolve.

There are regular meetings that take place over the one-year period. First, performance of the team in all areas are reviewed. Progress against goals and accountabilities as well as the softer aspects of the team’s development (behaviour, attitude, and cooperation) are considered. These reviews are a critical part of the team’s ability to move forward and enables regular open communication. Then, the team members are coached so as to see how they can improve communication and inter-personal understanding, the ultimate outcome being to develop trust, connection and the results of a high performing team. Coaching is often required on areas such as: personal responsibility and accountability; team identity; values-driven team behaviour; good-to-great performance; building and sustaining trust and delivering on personal expectations. In addition the Law of Attraction and emotional intelligence are considered.

Getting the right people, with the right skills, in the right place at the right time can’t be simply left to luck, rather your Executive Coach will help you develop a plan, one that works to make just that happen!