5 excellent habits of high-performance teams, see how many of them you have?

Why are some teams able to achieve their goals quickly and well, while others are difficult and tortuous? What caused the wildly different team performance? Is it because outperforming teams have more talent, better resources, or better luck?

In fact, excellent teams do not necessarily have advantages in talent, technology or opportunities. Good working habits and working methods are the key to their stand out. While a work culture of member ownership, buy-in from organizational leaders, and a clear vision and purpose are important, they are not sufficient to produce superior, high-performing teams.

In addition to finding the right partners and providing them with the right opportunities, building a high-performance team also focuses on developing the right work habits and being able to apply them in work and in life. The following are 5 excellent habits of high-performance teams, and see how many of the same styles you can get.

The first point: do not make perfect decisions, do not make foreseeable mistakes

Making the right decisions is hard. Many choices that seem right in the present may prove wrong in the future, and these failures are often obvious in hindsight.

High-performing teams don't make perfect decisions. What sets them apart from other teams is that high-performing teams consistently work in ways that eliminate cognitive bias and reduce project risk—using premortems to assess possibilities, understand consequences, predict failures, and look for Ways to avoid failure .

The pre-analysis method, proposed by American psychologist Gary Klein, is a decision-making thinking method for efficiently assessing risks and proactively identifying potential obstacles. It works specifically as follows:

Put yourself in a future moment and look back into the past;
Assume that the project/task to be done has completely failed;
Reverse the errors and reasons that may cause the project/task to fail;
Develop a resolution plan to increase the chances of success by removing foreseen risks and obstacles.

Good teams don't always make the best choices, but they always avoid obvious, bad mistakes.

The second point: put the interests of the team first and always provide support for others

One of the criteria for judging the health of a team is its members' willingness to disagree openly and (when they don't agree) to offer support to each other.

When the team disagrees and cannot reach a consensus, if they continue to cooperate in the way of "seeking common ground while reserving differences", it is easy to develop a negative attitude. Members may not be able to objectively understand that things are neither right nor wrong, or you and me. Instead, they may despise decision-making because they cannot agree with other viewpoints, and cannot provide necessary support to others because of their grievances.

In contrast, "adhering to different views but committing to support" maintains team unity, it can maturely separate roles and perspectives, and allow members to provide support to others despite their own opinions . It neither glosses over the existence of differences nor negates the value of differing perspectives; it only teaches members when to let go of disagreements and to work with others, not against them, for the best of the team.

Members of high-performing teams don't allow differences of opinion to fester into a personal obsession to "win over each other." They can step out of their personal positions and seriously consider the views of others; when the final decision does not meet expectations, they can also commit to fully support the team on the basis of sticking to their own opinions.

High-performing team members focus on fulfilling collaborative commitments and provide support for conflicting opinions. They usually do something like this:

separate oneself from opinion/position;
Share your own considerations and intentions;
investigate the causes of the conflict;
evaluate and understand different perspectives;
Demonstrate your commitment to your point of view while committing to support the final decision regardless of the outcome.

Number Three: Give and Get Feedback in an Absolutely Candid Way

People who don’t get feedback all have one thing in common—they put all the responsibility for “providing the right feedback” on the responder, and keep themselves out of it. They blame others for being vague, dishonest, or unwilling to share feedback, forgetting that they are also responsible for receiving it.

Without proper feedback, the team cannot know what they are doing wrong and what changes can help them improve and progress; the inability to experience the benefits of timely feedback in turn prevents them from sharing valuable information with others.

High-performing teams create an environment conducive to feedback. Not only are they constantly seeking feedback and suggestions from others, but they don't hesitate to contribute feedback. Here are the two questions they most often ask themselves and others:

How can we work better?
How can we improve together?

High-performing teams take full responsibility for giving and taking feedback, enabling personal growth in a self-driven manner without blaming others for not providing enough fuel.

Fourth point: be able to respond to unknowns and challenges with high motivation

High motivation means that members will take the initiative and explore ways to achieve goals spontaneously, rather than blindly waiting for the "perfect time" or complaining about the bad environment. They can stand up in the face of adversity, and they can also find ways to reverse the adversity and achieve their goals-either find a way or make a way.

High motivation is the ability to control the unknown and challenges, and it is the attitude of actively opening the way for success when the conditions are not perfect and not waiting in vain. It guides us to take firm control of our lives, behaviors, and decisions, and urges us to push the boundaries of our capabilities, actively explore uncharted territories, and accomplish all the tasks required to be successful.

High-performing teams have the ability to turn adversity into opportunity. Many things can go wrong at work, such as conflicting priorities, inconsistent expectations, miscommunication, missed tasks, and more. When others complain about it and give up, high-performing teams relentlessly find solutions and move forward; they also feel disappointed and frustrated when they fail or make mistakes, but they never let negative emotions become progress obstacles.

In the book 15 Commitments of Wise Leaders, Jim Dethmer calls it "taking root responsibility." He wrote, "When we blame others, we take control of our lives outside ourselves; when we take responsibility, we take back control of our lives deep within."

Point 5: Make "continuous learning" a top priority

At work, we need to constantly update our skills, responsibilities and ways of working. Personal growth and professional growth cannot be achieved without stepping out of your comfort zone, overcoming the discomfort of uncovering the unknown, learning how to solve complex problems, and developing the ability to cope with uncertainty.

High-performing teams understand this well. They are constantly challenging themselves, looking for new opportunities, solving problems they have never encountered before, and proactively completing work related to skills development. Making long-term learning a priority not only helps teams turn obstacles into opportunities, but also reduces stress and anxiety among members.

Just like athletes never quit training, highly effective people never stop actively conditioning and reinforcing their habits. True success—overall, long-term success—does not come from things that are natural, definite, convenient, or automatic. More often than not, a great journey begins when a larger challenge upends our definitions of comfort and certainty. — Brendon Birchard

Liga AI summary

High-performing teams proactively identify potential problems, assess risks, and find ways to overcome them; they often use "ex-ante analysis" to accomplish this goal.

High-performing team members are willing to share their perspectives and perspectives candidly, and commit to fully support the final decision, even if it goes against their expectations. To bring out the best in their team, they take every opportunity to give or get feedback and take responsibility for their own process and results.

In addition, they will actively and consciously step out of their comfort zone to embrace new opportunities and take more risks. They also prioritize learning to better respond to the challenges and demands of work and life.

(Original author: Vinita)

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