Developing High Performance through drive and positivity

Have you wondered how to get your team to become a high performing team? Have you thought about ways to handle negativity and complacence in your team?

A performing team holds each other accountable for results, builds deeper relationships, stays committed to common goals and produces high quality results consistently. A ‘ dream would be to get a team to this stage, as it unburdens her of day to day monitoring, so she can focus more on strategy and leadership.

The manager takes active steps to lead the teams forward through forming, storming, forming and performing. She may choose to clarify goals, communicate clearly, coach individual members, celebrate success, share best practices, and manage conflicts and reward the team members as needed.

What does positivity have to do with this?

Positive emotions in the team help them broaden their horizon of thinking and develop openness towards each other including new situations. A manager can act deliberately to create opportunities to explore mindsets of learning, exploration, appreciation and sharing. She will role model positivity and optimism so that the team members learn from her and get energized by the interactions.

She will make effort to get to know each team member individually as a whole person, beyond the roles and responsibilities. This will help build deeper relationships between the manager and team members. She will also encourage team members to get to know each other by creating opportunities for such interactions.

The manager will recognize strength in each individual through observation and conversations, celebrate success and communicate appreciation openly. She will encourage sharing of success and best practices, so the team starts learning from each other.

Positivity in teams is a catalyst for performance that leads to results, relationships, engagement and retention of talented team members.

Psychology at workplaces

Human beings are whole and compete - they want to be happy, be successful and leave a legacy. They are driven by meaning and purpose in their work. The level of engagement and contribution depends on how they perceive their value and how much they feel connected with the rest of the organization. Team members’ satisfaction and overall happiness at work depends quite a lot on the environment, how much growth opportunities they have as part of their work, how much pride they experience in working for the organization and how they perceive their role in the overall scheme of the organization. Results drive them and relationships help them get going.

Positivity Principles

Negativity and criticism does not help the staff to be creative, lead innovation and go beyond the boundaries. The willingness to contribute, openness to adapt, think critically, support one another, appreciate strengths and contribute to the team - all these come from their emotional resilience in spite of the pressure to produce results. A high performing team is one that can handle challenges and failures with grace. The y are sensitive to each other, at the same time demanding and fir, with respect.

Strength based Practices

To drive performance at the same time manages engagement, innovation, motivation and creativity, a manager had to balance hard and the soft. Here are some practices and quick tips for sustained high positive performance:

  1. Do not miss any opportunities to celebrate team success, articulate learning, appreciation for the team and communicate the results.
  2. Connect with each team member regularly, understand what do they care for, what is important to them, what drives them and what are their future plans.
  3. Communicate expectations clearly, firmly and in specific details. Offer support to produce the results.
  4. Begin conversations with the context, connections and big picture. Dive into the details as needed. Ask questions to clarify, let others as you questions.
  5. Role model optimism, positive attitude, well being and balance. Engage in practices that help you centered on your being. Be facilitator of performance and not just a policeman to maintain order.
  6. Ask for advice, help and time as needed. Ask your team, ask your manager, go external as needed. Treat your team like your family.
  7. Do not compromise quality of results. Do not compromise values. Take the courage to discus breach of integrity, commitment and respect.
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