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The "right stuff" is about ensuring the right people are in place and ready to deliver. They feel strongly that they are working with a group of people they respect and can get the job done. The foundation of any team are the people who comprise it. The needs of any team go far beyond ensuring they "can do" the job itself (competence) and extend to areas that allow the team, and its individual members, to work effectively together in delivering the desired outcomes.
These include, for example, possessing a growth mindset, allowing people to adapt more effectively to adversity and solve problems that lead to a breakthrough (‘can do’ attitude). Openness to other’s ideas (a true team player), grit and positivity are other examples of traits of people that are important on any team.
Simply put, members of the team "can do, can do".
People and teams are clear on what they need to do and why it is important. High-performing team feel strongly that the direction is clear, and line-of-sight exists between their work and that of the teams or organization on the whole.
There is clarity in the vision, mission and objectives of the team and clarity in how such objectives cascade down to each and every member within it.
Clarity is nothing without alignment, at least over the longer-term. People who know what to do can certainly deliver some good results, within their own sphere of influence; however, alignment is vital for sustained execution excellence. Alignment suggests that people are committed to their role and what they need to do to produce good results.
Simply put, members of hte team "know what to do."
Empowerment is all about ensuring people have the freedom, support, and tools to deliver on what is expected along with the systems and process to work effectively together.
The nature of the way organizations are designed and the likelihood that most are populated by human beings leads to a natural dysfunction that often is referred to as silo thinking or behavior. Left alone, silo behavior and potentially relational-based conflict WILL arise. This calls for organizations to install a ritual that ensure these are outlined, clarified, and negotiated so that people can work effectively together in driving value for their customers, and the business.
Additionally, we find many teams that have too many priorities that are crippling the team’s effectiveness and/or leading to burnout. Typically, ad hoc demands from the business may be the culprit, and without a priority reconciliation process, frustration emerges.
Simply put, members of the team are "allowed and enabled to".
Belonging suggests that people fit within your organizational context—they "belong" here and are connected to the organization.
Organizations cannot afford to have disengaged employees—and yet, many in the workforce report being actively disengaged. Others are passively disengagement manifesting in some form of "quiet quitting." This results in lost productivity and an unhappy workplace in general.
While there are many factors that may be at play here, the most important one is a sense of connection people have with their company, a belief that they (the company) are doing the right thing (beyond making money) and that they are operating in a way that is consistent with making a real contribution to society. For newer generations of workers this is of particular importance. It all starts with purpose and values.
Simply put, members of the team "believe it's right to do".
Agile Execution is all about how the team works together to adapt to dynamic conditions. It is our belief that no initial plan will survive for very long, placing a burden on the team to pivot consistently in order to deliver upon their strategic outcomes.
In today’s VUCA world, planning is taking on new forms as organizations recognize that within weeks after initiating any plan, it can be rendered, at worst case, useless, or in best case, intentions remain on track but how one gets there changes rapidly. The environment is simply too dynamic to invest months preparing, planning, and budgeting for a reality that may not exist in six months.
In our view, get the strategic intent right, plan on how to get there, and instill agile execution rituals that allow the team to adapt to the realities of executing against the plan.
Simply put, members of the team "will do what it takes with integrity".
A sense of togetherness results when the teams do the other five attributes well, leading to sustained high-performance and lots of enjoyment working with fellow colleagues. No matter how remote a team may operate, leaders need to work to secure this sense of "togetherness" and, ideally, bring people together every so often.
In such teams, not only do you have exemplary engagement and behaviors from all constituent members but that final piece of "social glue" -- individuals motivated also by the very company of their team colleagues. This is the zone where intra-relationships are defined by shared levels of high professional respect and, indeed, deep friendships.
Team members bearing this attribute scale even greater heights (sometimes literally!) because not only are they passionate about what they do (as built on all the preceding qualities) but it is this comradeship that sits at the very nexus of this passion. There is no place they would rather be than with the companionship of their comrades and, with this fellowship, a sense of collective invincibility. For such teams, there is a mindset of "anything together".
Simply put, members of the team "build a legacy".
moving teams to their highest potential
t3® teams sustain maximal levels of individual member engagement AND collective performance in the pursuit of extraordinary results.
Togetherness is the highest attribute of our t3® model. Teams operating at this level are passionate, engaged, and harness a deep strength of collaborative companionship to excel against their objectives.
We measure what we describe as the attributes of high performing teams. A logical hierarchy of attributes that, in structured totality, equate to a high-performing team. Under invest in the development of one attribute and you remove the foundation of all attributes that derive from it.
So, let’s start by describing the six essential attributes of a high-performing team from the ground up (starting at 1 and building upon each other to 6):
"Building a legacy"
Shared adversity, experiences and stories
"Will do what it takes, with integrity"
Enterprise needs trump personal needs
"Believes it's the right thing to do..."
Stated (and demonstrated) values
"Allowed/enabled to do..."
A well-designed organization (with process 'enablers')
Clarity & Alignment
"Knows what to do..."
A compelling and clearly-communicated plan
The Right Stuff
"Can do, can do..."
A team: membership carefully selected and maintained
attributes of a high-performing team
members of the team
the 'building-blocks' of a high-performing team
Via our quick online survey, we get a quantitive view of the business. We couple this with qualitative interviews and optional experiential simulation data to measure the following:
Our team-to-togetherness (t3) model for assessing high-performing teams (HPTs) is the result of a unique research project into what motivates people at work. This research, undertaken in Spring 2017, involved the participation of 325 employees (predominantly US/UK based and representative of gender and age distribution in the workplace).
The study (a detailed questionnaire – fed into a regression analysis) examined the degree to which membership of a HPT influences employee motivation and effort in relative comparison to other potential factors such as wages, contingent benefits and fixed-intrinsic traits.
The findings, reinforcing our observed intuitions, were profound; while the topic, and our work with clients is inherently human/social, it is founded on this empirical, research-based bedrock. Indeed, the science behind what we do can be summarised in this one equation (we often say it is “the most important equation a business leader need ever know”):
Figure 1: The most important equation a business leader need ever know
You don’t need to know (or memorise!) the numbers but understanding the substance of this finding is critical.
The dependent variable (E) concerns employee motivation and effort. The right-hand side (the independent variables) are what explains E; in ascending order of importance: IS (intellectually stimulating work), Y (intrinsic self-motivation – do your talent processes select for this?) and, pivotally, Z (membership of a HPT).
Our driving purpose is to help our clients improve their “Z scores”! This research also developed our six-attribute team-to-togetherness (t3) assessment model for measuring progress/maturity on the never-ending HPT-build journey.
It should be further noted that all of our subsequent work with clients, since 2017, has increased our data pool significantly and all such additional data (detailed employee surveys) has further reinforced the explanatory depth of this underlying equation/model.
Well, if you have any professional concern whatsoever with respect to business or organizational performance you should, de facto, be concerned with optimizing employee performance and, manifestly, employee motivation and effort (E) has a major contributory role to play in driving employee performance.
Download our Whitepaper which fully explains the research, its discoveries and provides pragmatic advice as to how to maximize such employee effort; an investment that, in turn, invariably begets increased levels of employee performance and organizational success.
create a baseline
Performance is contextual, and therefore finding the right fit and ensuring team and organizational health is vital. Our intake process, inclusive of our t3® diagnostic, ensures we understand that context.
design/apply the right solution
Whether it’s finding the right talent and ensuring they land appropriately to delivering provocative workshop interventions, our solutions are designed to ensure sustainable change.
embed for sustainability
For our recruiting practice, we stay close to the new hire to ensure their acceleration to performance, including coaching as needed. For individuals and teams with whom we work, we focus on a handful of game changing rituals that lead to legacy levels of performance.