Join Mike Figliuolo for an in-depth discussion in this video Creating chemistry and trust, part of Building High-Performance Teams.
- It's great to have a clear vision and mission and a nice set of prioritized iniatives and you've got all the right people. But what starts differentiating a team from a high-performing team is chemistry and trust between the members of that team. These intangibles are some of the most critical elements of building that team but they're also some of the most elusive ones to build and to capture. In terms of building chemistry between the members of your team, you need to understand it's about personalities and shared beliefs.
First, make sure everyone on your team is involved in the interview process because candidates will show different sides of themselves to different people and sometimes those sides can be unattractive detractors from what you're trying to build. A couple of experiences from my past, when I was a consultant, we were bringing in another consultant on to the team and that person interviewed very well with the other members of the consulting staff. At the end of the interview process, we all got together in the team room and we talked about this candidate.
All of us were very excited about hiring him and then we stopped and we asked our front desk receptionist what she thought of him. She said, "He was incredibly rude, he spoke down to me. "He acted like I didn't matter." That individual did not get an offer of employment from us. And he's probably still wondering why because he knew he did a great job interviewing with the rest of the consultants. But when we looked at it we said, "Do we want a person on our team "who will be disrespectful of somebody else we work with," and the answer was clear.
To assess what people are like, you can use some standard tools out there, the Myers-Briggs Type Indicator, Personalysis and other standard evaluation tools to help people understand each other's personalities and their styles and their preferences. And don't just do it for candidates, sit down and do it with the entire team. It's not critical for people to have the same personalities. Actually, it's quite detrimental. What matters here is you have to help the members of your team understand and respect the other person's personality and how they like to work with others.
If you have some conflicting personalities, which you will, because high-performing teams tend to attract strong personalities, step back and help them identify shared beliefs or shared values and build up from there. Some people may have shared experiences or they may have a shared ethnicity or geography that they're from. Help them find some point of commonality that they can build from. Once you've figured out the chemistry of the team and you have people with the right fit, you need to start building trust between the members of that team.
Trust is about shared experiences and predictability. First, shared experiences show people how others perform and react during stressful situations. You may look at putting them on a big project together or setting a large financial goal, setting a large metric from them to hit, maybe having some off-sites or training sessions where people can share in experiences and build stories together and feel like they accomplish something with one another.
The impact is people start feeling like they can rely upon one another to achieve the goal. They start feeling responsible for each other's well-being and looking out for each other. They also get a better understanding of how other people behave during stressful situations, which then makes those individuals more predictable. The second element of trust is that predictability. I want to know how my colleague is going to react in a certain situation.
Because then, when they tell me they're going to do something, and I've seen them behave in a manner that's consistent with that in the past, I am much more likely to trust what they're telling me they're going to do. That past behavior serves as a predictor of future behavior and that's what I'm basing my trust on with that individual. And if I understand that person's values on top of having that predictability, that's a really strong bond between me and that other member of the team because then I really start believing what they tell me they're going to do because it's consistent with their beliefs and their past performance.
So if as a leader, you're able to step back and look at the team and assess who's going to be a good fit, how to get the right chemistry between the members of the team and then get them trusting one another because they have shared experiences and they're predictable to one another, that team is going to gel very quickly and start functioning as a team instead of as a group on individuals.
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- Create a compelling vision and mission for your team.
- List the steps to conduct strategic planning activities.
- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.