Developing the team to a high performance level is a vital part of leadership training that can be taught and learned. Do you know how to prevent teams that are supposed to collaborate from competing or even fighting by applying High Performance Teams Coaching? Read on to learn about 3 team-destroying leadership mistakes and how to change them to create reliable, high-performing teams!
Lack of confidence + pressure = disaster
An unhealthy work environment due to rivalry, lack of trust, and disrespect between departments can be a leader’s nightmare. The negative effects are often intensified at peak times when staff are under considerable stress. This is when unproductive emotional patterns appear, causing visible irritation and conflict. Your team’s emotional intelligence hits rock bottom, and even worse, it can drive away your internal or external customers as they pick it up, which is simply unacceptable.
3 common leadership mistakes when developing teams, and what to do instead:
Team Development Mistake #1: Failing to focus on building close relationships among all the department heads that make up your team inner circle.
His #1 Recovery Team Coaching Approach:
Challenge the inner circle to verbalize all their problems and resentments. To cure the unhealthy work climate, starting with the department heads, set up a series of face-to-face meetings with 2 bosses each. They can then share their problems and resentments in a safe and confidential environment through the disciplined use of active and empathetic listening. A neutral external facilitator can be vital in ensuring that all issues are raised and resolved.
Team Development Mistake #2: There are no clearly defined (written and visible) team rules.
His recovery team coaching approach #2:
Each department creates a list of detailed team rules (no more than 7) in a facilitated group setting, choosing a wording that everyone can relate to and is prepared to engage with. These different sets of team rules from all departments are then compared by the inner circle. Rules that can be applied as general guidelines for cross-departmental collaboration and overall teamwork are established, mutually agreed upon, and then reported to sub-teams (no more than 7). In each department the 2 regulations, internal and general, are delivered printed and “signed” in a ceremonial act by all.
Team Development Mistake #3: There is no cross-talk between departments in the form of job rotation
His recovery team coaching approach #3:
A disciplined ‘job rotation’ between departments is agreed upon by the inner circle and implemented, off-peak. Staff members learn about the other departments by spending regular time there. This is a crucial step that also requires creativity to manage the daily workload and still be able to “swap” staff between departments. The benefits of this step are diverse:
- Staff have to “put themselves in other people’s shoes” and really experience the other departments from the inside. They get to know each other much better, begin to bond, and resistance fades over time.
- Staff get used to changing by working in a new environment on a regular basis due to turnover. They should aim to understand all the processes, bottlenecks, and challenges “everyone else has,” especially at peak times.
- Staff are trained to multitask and are better positioned to step in when needed due to absences or staff turnover.
Crucial mindset to drive change
The mindset for all 3 approaches should be around “we are in this together” and “we all want to” vs. “we have to”. Simply put, this is an invitation to all team members to voluntarily “sign up” for team excellence and enjoy growth in the process. To get the best participation from the start, this 3-step approach should be the result of a facilitated workshop using group discussions and brainstorming.
The task is to allow the different departmental teams to clearly see the overall benefits for themselves and the entire business unit. Only then can they visualize how pleasant the work environment can be. Only then do they want to start working towards it.
stay on track
To keep their teams on track, I often encourage all players on the team (boss and staff) to ask each other each night at “endgame” as collaborative teams:
When do we win today?
What did we learn today?
What can we change tomorrow to improve our game and enjoy the ride?
Apply this simple formula as a daily habit: WinLearnChange. I encourage you to use this leadership team building approach to make a difference in developing your high performing team.