Insomnia: April/May 2007

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Building a High-Perfomance Team; Handling Workplace Harassment

By Georgene Waterman

Q: I have just been made a team leader in a large mortgage company in Sacramento, responsible for a team of eight employees who have been working together for about two years but who have been underperforming. I report to a manager who will handle performance evaluations, salary adjustments, etc. I am really just responsible for seeing that the work is completed by my team members. This is my first step toward a real management position, and I want to impress my manager and let him know that he made the right decision when he chose me for the job. Can you give me some ideas on how to grow a high-performance team?

A: Studies indicate that introducing teams into an organization results in increased job satisfaction and productivity and improved interpersonal relationships, accompanied by reductions in stress levels, absenteeism and tardiness and stress-related health problems. In other words, teams are good for the organization.
To build a good team, first determine if you are working with a real team, defined as a group of individuals who have interdependent tasks. If you have a real team, you are ready to develop it into a high performance team.
     A high performance team needs common goals. As team leader, it is up to you to communicate those goals and to help each member see how his or her individual contribution helps the team achieve them. Develop a method to measure progress. Have a visual way to illustrate individual and team progress that shows at a glance how each person and the team as a whole is doing.
     Next, you need agreement on how the team will operate--how it will communicate, when it will meet and what role each team member will play. It is up to you to communicate both your responsibilities and the team members' responsibilities, so all members understand their roles.
     Members of championship teams have a set of behaviors that are uncomplicated but often hard to put into practice. They support each other, take initiative, are loyal, have empathy for one another's roles and responsibilities, are committed to the team members and to the team goals and trust that their peers' intentions are good.
Continued...

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