Team members get things done on time and meet expectations.
2. Structure and clarity.
High-performing teams have clear goals, and have well-defined roles within the group.
The work has personal significance to each member.
The group believes their work is purposeful and positively impacts the greater good.
Yes, that’s four, not five. The last one stood out from the rest:
5. Psychological Safety.
We’ve all been in meetings and, due to the fear of seeming incompetent, have held back questions or ideas. I get it. It’s unnerving to feel like you’re in an environment where everything you do or say is under a microscope.
But imagine a different setting. A situation in which everyone is safe to take risks, voice their opinions, and ask judgment-free questions. A culture where managers provide air cover and create safe zones so employees can let down their guard. That’s psychological safety.
- What if current team members don’t exude these traits?
- Can leaders/managers help team members transform into these traits?
- As a leader, who are you talking to about team and leadership development? What practices are you doing to shape your leadership formation?
- These are habits/practices to embody for life, not just work. That’s why we can’t have a dualistic way of seeing work as professional and life as personal. The name of the game is integration.
- We can’t become these traits on our own. We must realize that it’s a process and that we need a means to become this in our core. They’re not just “soft skills” to attain. We must become them.