💡Building High-Performing Teams

The Importance of Trust, Purpose, and Autonomy

Legacy Organizations are obsessed with measurement, often using it as a form of control—to find and punish weak performance. 

Holding someone hostage does not lead to peak performance. 

Teams that trust one another are comfortable being vulnerable and can admit mistakes and weaknesses. 

Trust is the confidence that your peers have good intentions and aren't out to harm you.

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Teams should practice exchanging feedback in structured environments. In these safe environments, they can identify strengths and weaknesses without repercussions. Functional teams engage in ideological conflict. With trust, they know feedback isn't meant to damage a person but rather to improve them. 

Teams should seek out sources of conflict instead of avoiding them. 

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High-performing teams hold each other accountable to high-performance standards. This means publishing team goals and standards and instituting regular process reviews. Great teams are focused on team results, not individual milestones. This is possible because individuals know their peers will call them out if their poor performance hurts the team.

Bureaucracies are no match for complexity. They can't handle the surprises we face every day, and worse, they'll never surprise us with an unexpected breakthrough. This brings us to one of the most important things leaders and teams need to internalize: our way of working is made up. 

Every organization has a purpose. But not every organization ensures that its purpose is fractal—that it shows up at every level.