Improving Team Performance

Improving Team Performance

Many BKBG Shareholders report that they have never been busier.  Addressing supply chain issues, constantly communicating with existing customers to provide status updates of their orders and projects and keeping team members focused and engaged are among the many challenges and opportunities showrooms face.  A great way to address these challenges is to enhance the productivity and performance of your team.  This requires, according to Ron Friedman, author of The Best Places to Work: The Art and Science of Creating an Extraordinary Workplace, creating teams that autonomous, competent and connected. 

Connections are challenging especially recently if team members are working full time or part time from home.  To overcome those challenges Friedman offers five key characteristics that set high-performing teams apart.  

Frequent communication is one positive differentiator.  Encourage team members to  use the phone, call colleagues to strengthen relationships, prevent misunderstandings and build stronger connections with one another.

High-performing teams run more effective and strategic meetings.  How many Zoom calls have you been on that are not a productive use of anyone’s time? High-performing teams found that requiring team members to prepare for meetings (advance homework), providing agendas and starting with each team members’ progress updates made meetings more efficient, collaborative and productive.

Discussing nonwork topics is another tool that differentiate high-performing teams from others.  Water cooler discussions of sports, books, family activities and other nonwork topics with fellow team members help the team to connect in genuine ways and build closer friendships and better relationships.

Frequent recognition is another trait of high-performing teams.  Providing well-deserved pats on the back tells your team that they are valued, appreciated and respected.  Freidman also found that high-performing teams received more frequent recognition from both their coworkers and managers.  

Providing a culture that allows team members to feel comfortable being themselves at work also serves to differentiate top performers from others.  When team members can be themselves, they are more likely to express both positive and negative emotions in the workplace.  Being comfortable expressing dislikes is healthy because the alternative is suppression which makes people less productive and engaged.  

Friedman states that a key to creating and maintaining high-performing teams requires creating opportunities for team members to connect, communicate, build friendships and participate in productive meetings.  These abilities  help fuel the need for connection and as a result improve productivity and performance. 


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