In the previous four ‘Teams’ blogs I have discussed the three fundamentals to forming a team that works
I followed that up by discussing the 9 norms both individual and team as well as external that need to be in place for the team to come anywhere near a high performing team.
When the three fundamentals and the nine norms are sufficiently well established and implemented there is a strong possibility that ‘kind of human magic’, as Hubert Joly called it in ‘The Heart of Business’, will be released. That human magic manifests itself in outstanding performance. A high performing team is characterised by a certain social capital of the team that we might call psychological safety, a strong team identity and constructive dialogue.
We may well recognise the need for psychological safety, a strong team identity and constructive dialogue as hallmarks of a team that performs well and go hunting for them, but the point is these things are the outcome of having the right fundamentals and the right norms in place. They will not happen without.
The role of the leader is to create the environment where these things can be allowed to take root and grow and thus release that human magic that defines all high performing teams in any context. And teams are the greatest multiplier of human talent that there is. Great teams make everyone associated with them, clients, stakeholders and team members feel great. That is why they are important.
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