A High Performing Team Requires a High Performing Leader

There is no denying that having a high performing team requires a high performing leader. Just like the examples above, a successful leader of an organization must perform at the highest level and possess the skills and experience necessary to bring out the best in their team. But what does that look like? How can you, as a leader, ensure that your team is working together efficiently and achieving its goals? Let’s take a look at some key components of being an effective leader.

Never Stop Learning

In order to become a high performing leader you must continue to work on your own personal and professional development. Read. Read. Read. Learn from others. Become an expert in your field and industry. Solicit feedback from managers, colleagues and direct reports - this provides valuable insight into areas for growth that can help propel you forward! Adopting an open-minded approach is essential as it allows engaging opportunities arise so that further development continues uninterruptedly throughout your career journey.

Set Clear Goals Then Get Out of the Way

As a leader, it is essential that you set clear goals and expectations for your team. This means communicating a clear picture of what success looks like. Once the goal is defined let your team determine the way to get there. Encourage them to work together to find the best method of achieving the goal. Your role at that point is merely “guide-rails”. You are there to redirect them if they get off course.

On January 16th, 1991 President George Bush announced to the country the beginning of the military campaign, known as Operation Desert Storm, to end the Iraqi occupation of neighboring Kuwait. In that speech he said:

“Our objectives are clear: Saddam Hussein's forces will leave Kuwait. The legitimate government of Kuwait will be restored to its rightful place, and Kuwait will once again be free.”

President Bush set the vision. He set the goals.

Delegate Responsibly

If you have built the right team, you are likely surrounded by people smarter and more skilled than you, people who have “…a very particular set of skills. Skills I have acquired over a very long career. Skills that make me [an asset] for people like you.” (Liam Neeson, Taken)

It’s your responsibility to set those skilled team members to action. Delegate tasks based on each person’s individual strengths and weaknesses while considering workloads and availability. Provide support when needed and taking into account any feedback from those who are responsible for completing tasks.

Referencing again the Iraq war President Bush set the goals. However, he did not develop the plan. He was not an expert strategist. He relied on his team, his experts. The development and execution of that plan was led by General Norman Schwarzkopf and General Colin Powell and that operation lasted only 43 days.

Coach Each Team Member

I honestly believe that one to one coaching, when done correctly, is THE most powerful tool a leader can use to get the very best from their team. Everyone wants to be heard. Everyone wants to be needed. Everyone wants to be valued. By providing your team consistent, uninterrupted time for them to talk about whatever is most important to them you will strengthen the trust between you. You will provide them space to be heard. You will be able to make small corrections and give constructive feedback when necessary and you will open up their minds to insight, inspiration and innovation.

Encourage Collaboration & Communication

High performing teams are built upon trust and mutual respect among its members, which is why it is important for leaders to create an environment where collaboration and communication are encouraged. This includes getting feedback from each member of the team and allowing everyone’s ideas to be heard so that everyone can work together towards common goals more effectively.

One method I found to me most effective in building a solid team was Peer Coaching, where the team members meet with each other over a specified period of time and coach each other. Much like your own coaching with them, when they coach each other, they build trust. They explore new ideas. They strengthen their own leadership skills.

Conclusion

Being a high performing leader requires many different skills but ultimately boils down to:

1. Ongoing professional development

2. Setting clear goals

3. Delegating responsibly

4. Coach every team member

5. Encouraging collaboration & communication

Ultimately your efforts in becoming a high performing leader will result in higher levels of productivity across the board – which will benefit both the employees and leadership alike! As long as you keep these points in mind throughout your journey as a leader you will have no trouble ensuring that your team remains successful!