Jan 31, 2024
High-performing teams are the exact opposite. They don’t simply churn out work and move on to the next task and the next, and the next. While improved productivity and efficiency are desirable outcomes for high-performing teams, there is much more to it than meets the eye.
High-performing teams are groups of people aligned to the same business goals and focused on moving everything along in the same direction with purpose. Members often have specialised skills and can collaborate to get the job done. Individuals will have a clearly defined scope, and there are clear channels of communication. They work with the utmost clarity and have the tools, resources and freedom to deliver meaningful work to the best of their ability.
Organisations can benefit from building high-performing teams in a number of ways, including increased productivity and efficiency, improved employee wellbeing and engagement, lower employee turnover, and improved decision-making and problem-solving among team members.
You need to start with the right foundations to build a high-performing team. This might look different for every organisation, but there are some commonalities that should be considered.
Clear vision, goals, and job requirements
When you don’t know where you’re going, how can you get there? You can get in the car and start to drive, but you might get easily distracted by roadside attractions.
The same is true for organisations without clear vision and goals and employees without clear job descriptions. Without these resources to guide you, you can still get things done, but it won’t be as efficient, and the quality of the work will be lower.
High levels of trust
Trust is a fundamental component of the team dynamic. Team members rely on each other, and trust in leadership is established through consistency and transparency. When team members are confident that everyone else is doing what they need to, they can focus on their work without distractions.
Effective leadership
Leadership is about much more than telling people what to do. The most effective leaders don’t tell people what to do – they coach, provide feedback, mentor, and inspire those who work with them to do their best work. Effective leaders are excellent communicators who know how to get the best out of their teams.
The Covid-19 pandemic has forever changed how we approach work and presented once-in-a-lifetime business challenges. Employees were either faced with the prospect of losing their jobs due to shutdowns and operating restrictions or became busier than ever as organisations tried to navigate the ever-changing situation.
For many, the lines between work and home blurred as remote work became the norm, leading to hyper-productivity, and the idea of being ‘on’ and available all the time started to take hold.
While there may have been an initial boost of productivity in the short term, working at full speed was never sustainable.
One of the hallmarks of high-performing teams is working to a sustainable and predictable cadence. Likewise, investing in programs and policies that help employees build resilience – the ability to recover from setbacks or other challenges – contributes to a performance-focused culture.
Building a high-performing team requires a strategic approach, emphasising collaboration, trust, and effective leadership. High performance is not merely about achieving quantity over quality; it’s about aligning individuals with a shared purpose, providing them with the right tools and resources, and fostering an environment of clarity and communication. Organisations can benefit from cultivating such teams, ranging from increased productivity and efficiency to enhanced employee wellbeing and engagement.
Leading Others is an eight-week workshop series designed to help you get the most out of your team and build your leadership skills. Contact our team for more information or discuss building high-performing teams on 1800 868 254, or set up a meeting.
Guides to help you uncover human resource insights, and make the right changes to improve team delight.
Amelie is our Marketing Lead and currently studying for a B.A. in Business and Visual Arts. She brings her visual arts skills and eye for colour and detail to our graphics and design for the business.
Amelie uses her skills as a digital native in our Marketing team and works across our social media channels. Amelie provides administrative support and assists the recruitment team in finding great candidates.
Sarah joins the team at Total HRM following her time in a regional real estate company, most recently in HR. She brings a solid understanding of the unique dynamics and challenges within small and medium-sized businesses.
Prior to real estate, Sarah worked in the airline industry, providing her with excellent skills in customer service and how to remain calm in a crisis.
Known for her positive energy, Sarah approaches her role with enthusiasm and a genuine desire to support and uplift those she works with. With her experience in HR and recruitment, Sarah is committed to fostering a culture of inclusivity, professional growth, and employee well-being. Her ability to connect with people and create a positive work atmosphere contributes to the overall success of teams and the business as a whole.
Ashly is one of our most experienced HR Business Partners with over 20 years of experience in manufacturing and hospitality, both local and overseas, ranging from large multinational companies to small family-owned operations. Throughout his career, Ashly regularly led teams with over 30 employees while continually growing the business and aligning business strategies with employee capabilities.
Ashly has qualifications in Applied Management and Human Resources and a strong leadership and people management background. Ashly combines his experience with his qualifications to develop great workplace cultures while delivering practical support.
As our Business Services Manager, David keeps everything that is Total HRM ticking along – from overseeing administration and finance functions, liaising with clients and suppliers, to IT troubleshooting and keeping everyone on track to deliver effective customer service to all our clients.
In a business landscape of ‘information overload’, Kim’s pragmatic approach simplifies the ever-changing HR trends and legislation to obtain meaningful and maximum benefits for her clients.
Kim is well known for her ability to understand the ‘real’ issues within businesses and to provide solutions for sustained business growth.
Kim has over 20 years of experience in human resources and 15 years of business consulting experience, and she holds post-graduate Business and Human Resource qualifications.
She has vast and varied experience in senior consulting roles across varying disciplines and HR management positions within retail, manufacturing and professional service sectors.
Linda is the Managing Director of Total HRM and has worked for over twenty five years in business and consulting, including executive and senior management roles. She has worked here and overseas in numerous industries, including mining, energy and government. Her experience in areas such as production, strategic planning, finance, OHS/WHS, and lecturing in Human Resources Management at La Trobe University provides her with a unique blend of business and HR capability.
Linda has led comprehensive organisational restructures and implemented programs to improve the effectiveness of businesses with clear alignment between individuals’ contributions and organisational outcomes. She works with various local boards and executive teams in the region. She is a Certified Professional Member of the Australian Human Resources Institute.