A high performing work team has a strong leader just like a high performing sports team. Leadership skills are vital in driving a team towards attainment of its objectives. Nonetheless, a leader cannot be successful without the collaboration of his team members. They must be skillful with the ability to complete tasks assigned to them. In this case, to achieve long-term success, and become a high performance team, team members should take criticism positively, support each other, respect their leadership and offer every member a leadership opportunity.
Team members should actively diffuse tension and friction in a relaxed and informal atmosphere. Besides, they should engage in extensive discussions to display their strength and weaknesses and strategize on maximizing on them for better performance of the team. Moreover,
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Krumm, Kanthak, Hartmann & Hertel (2016) assert that the team leader should give each team member a chance to contribute to their discussion as each ones opinion is valuable and could direct the team into a better position. In the case of disagreement, the team should not fall apart but accept criticism as constructive and directed towards solving problems and eradicating complications.
When making decisions, a high performance team should come to a common and natural agreement. However, in the case where the team does not reach consensus concerning a specific matter, then the team leader or the executive sponsor of the team makes a decision, which every team member must respect (Lvina, Maher, & Harris, 2017).Because every team member has potential, it is imperative that leadership keeps shifting to drive results. Besides, all team members are equal and leadership cannot be one sided as this could make the team members harbor ill feelings against each other. On the contrary, they are support to collaborate and support one another to achieve their objectives.
Most members of high performing teams narrate of how they have fun and satisfaction by working in teams that are goal oriented, collaborative as well as with effective leadership. With these motivating factors, they contribute positively towards attainment of the teams’ objectives, perfect their skills as well as learn extensively along the way.
References
Krumm, S., Kanthak, J., Hartmann, K., & Hertel, G. (2016). What does it take to be a virtual team player? The knowledge, skills, abilities, and other characteristics required in virtual teams. Human Performance, 29(2), 123-142.
Lvina, E., Maher, L. P., & Harris, J. N. (2017). Political skill, trust, and efficacy in teams. Journal of Leadership & Organizational Studies, 24(1), 95-105 .
