Last week, we shared part 1 of this two-part series about leading high-performing teams with the best interview questions to ask to find high-quality candidates. This week, Kirk Peterson, Managing Director for Performance Shift is back to share how to manage and KEEP high-performing teams.
Last week, I wrote an article with the measures of how to best identify and ultimately recruit high performing team members. The next step is to ensure these high performers stay with your organisation to build a high performing team.
One of my favourite books is by Jim Collins–From Good to Great. In this book he uses the analogy of a bus– an organisation needs to get the right people on the bus and remove any poor performers from the bus.
I would add to his analogy one critical element: that of needing to have the right bus for people to get on. In this example, the bus would represent the culture of your team and organisation. If you select high-performing people and put them on a poor bus– they’ll want to get off! The first step to recruit the high performers you’re after will have been wasted.
How do we ensure we have a suitable ‘bus’ for high performers? A good culture and high employee satisfaction are mandatory. This helps you recruit high performers, because your organisation’s advocates are the best brand messaging you can promote.
Here’s how to manage and keep high-performing teams.
Build trust
Trust is built on three components.
- Outcome trust – doing what you say you are going to do. Following through on what you promise.
- Relationship trust – building rapport with team members and creating close professional relationships at work
- Emotional trust – Backing up your colleagues and supporting them. There is no room for talking behind colleagues’ backs. Communication should be upfront, conveyed positively and honest.
You need to give trust to get trust. This shows that you respect team members.
Increase engagement
Organisations with connected and engaged employees experience 20-25% more productivity (The McKinsey Global Institute). So how do we get team members engaged?
Engagement is based on two main characteristics.
- Uncovering your purpose and finding a way to fulfil your purpose through your job role.
- Giving team members a sense of belonging through the organisation’s values and culture.
If you’re still wondering how to manage and keep high-performing teams, consider this next step to create clarity and alignment.
Create clarity and alignment
High performing teams consist of team members who are aligned in their values and goals. This includes:
- Having clarity around your organisation’s goals, vision, values and purpose
- Understanding team priorities and focused on achieving them
- Getting buy-in from all team members.
Integrate these three components through good communication to sustain a high-performing team environment.
For example, consider a regular Town Hall meeting, where employees have an opportunity to ask questions and engage with business executives. You can also create an executive report of findings and outcomes.
Lazlo Bock, former Senior Vice President of People Operations at Google, credited the weekly Town Hall meetings conducted by co-founders Larry Page and Sergey Brin as crucial to building the success of Google.
Leaders who can build trust and engagement will undoubtedly have the best performing teams. They will be able to attract and retain high performers.
Are you building your team for the future?
Under the current economic and social conditions, it may seem like recruitment should not be front of mind. On the contrary, now is the best time for organisations to put into practice the points I have outlined. Businesses that position themselves NOW to recruit, retain and engage with high performers will set themselves up for long term success. Recognizing current high performers and ensuring they are company advocates will position your business ahead of the curve when recruitment lifts again.
About the author
Kirk Peterson is the founder and Managing Director of Performance Shift. He is a renowned thought leader with over 30 years’ experience in leadership, business strategy, and people management, along with a history of playing with, and coaching high-performance sporting teams.
About Performance Shift
Performance Shift specialise in creating High Performing Individuals and High Performing Teams. Using a combination of data and worldwide research-based insights, theoretical models, team diagnostics and personal experience, Performance Shift can implement strategies resulting in a sustainable culture of performance.
contact: info@performanceshift.com.au