Improved Team Performance
Much is asked of them. They need to achieve stretching levels of performance while being constantly ready to change if the situation demands. They must ride constant shifts in dynamics as members leave or join.
Whenever two people work together their different preferences and approaches quickly become apparent. Involve more people and you multiply the effect. Teams of any size go on to develop ways of working that – to a lesser or greater extent – make the most of the synergies while compensating for any potential areas of conflict.
This works fine when the environment is stable. Introduce a degree of uncertainty and change, however, and the balances need to be redrawn. The test of a team is how well it can sustain performance while navigating these potentially turbulent waters.
How do teams cope?
The strongest teams take a few steps back to revisit the ways they work and to establish new protocols, new ‘rules of the house’. The results can be truly effective if kept going for long enough to fully establish these new ‘ways of working around here’.
The challenge is to resist being pulled back into old, familiar ways by strong personalities, familiar processes and deep-seated ‘ways we do things’. It is a question of old culture versus new.
Changes in interaction that are built on a more solid foundation stand a greater chance of sustained, long-term success.
Teams use Zeta principles to explore and anticipate where collective beliefs, values and mind-sets impact current and future performance. They can then take actions to address challenges ahead of time. It is harder to be drawn back into ‘old ways’ when desired changes in observable behaviour are supported by the right beliefs, culture and mind-set.
Teams also use Zeta principles when already in the rougher waters. It helps stabilise the boat and plot a course to avoid further hazards to navigation.