Team personalities, behavioural dynamics, conflict demotivation and lack of trust (or versions of the same) are often our best attempts to improve team effectiveness.
Although all of the above symptoms are worthy of your attention, 50 years of science-based, peer-review research has consistently shown that sound structure and processes drives high-performing team behaviours. Once sound structures are in place, the context for strong relationships, meaningful work, engaged team members and improved results for all stakeholders is improved by 60% variance.
“Launch the team well, and only then help members take the greatest possible advantage of their favorable performance circumstances. Indeed, my best estimate is that 60 percent of the variation in team effectiveness depends on the degree to which the six enabling conditions are in place, 30 percent on the quality of a team’s launch, and just 10 percent on the leader’s hands-on, real-time coaching.”― J. Richard Hackman, Collaborative Intelligence: Using Teams to Solve Hard Problems
Team leaders and team come from a variety of influences: corporate business, non-profit, for-profit, academia, social enterprise, as well as teams recovering from religious fundamentalism or disrupted cultures attempting to regain their voice following a toxic upheaval. And here is where they stay unless a decision is made to examine the current team structures and dynamics.
As a certified Team Coach and an advanced practitioner for the Team Diagnostic Survey
©, this assessment identifies 6 conditions that together predict up to 80% of a teams effectiveness. This framework is a proprietary instrument development by Harvard scholars and practitioners, Richard Hackman, Ruth Wageman and Erin Lehman. This instrument and its underlying framework enables teams, team leaders and team facilitators to effectively design, launch and coach great teams.
If you want to discuss the acceleration of the learning and performance of your team, let’s talk.