Updated: Oct 12
The concept of teams conveys different things to different people.This becomes even more convoluted when discussing high-performance teams, mostly, because organizations tend to throw the label around indiscriminately.
Newsflash. Just because a team is effective doesn't make it high-performing.
Teams become high-performance teams through disciplined action. They are hyper-focused on a mission, goal, or objective. They work interdependently and collaboratively on a common set of demanding performance measures to deliver. They define a common working approach. They develop high levels of complementary talents and competencies. They hold themselves mutually accountable.
Here, at Southern Cross, we call these crews. And the environment they create is called crew-munity.
In crews, the role of leader is less important and difficult to identify. At one time or another, all members lead the crew as needed.
Additionally, crews demonstrate a high degree of commitment to one another. When one bears the proverbial monkey on their back, they all do.
Throughout my career, I have been on a number of truly amazing teams with truly amazing people.
I count three of them as high-performing. One of those three had just two members, including me.
The standards for high-performance teams are just that - high. Getting there is aspirational much like most things that take tremendous discretionary effort. But it's more than worth it to try. It's not always about the destination. More often than not, it's about the journey.
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