As the lead of a flagship team in a large and complex government organisation, I implemented a high-performance framework. This blog explores the early stages of choosing the metrics. Later blogs will provide updates on how the implementation is going.
This strategic decision was aimed at guiding the team towards achieving exceptional results. There is much documentation about what makes the team a high-performance team. I chose these metrics:
- Shared vision
- Defined roles and responsibilities
- Clear communications
- Supportive culture
- Continuous improvement
1. Share Vision and Purpose (Why)
The first task we embarked on as a team was not just about defining our shared vision and purpose, but it was a collective effort. We had a contract with the customer but also wanted a contract with ourselves. We aimed to bring to life what we had commercially agreed to do, creating something binding that would make us accountable to ourselves and each other.
Next, we drilled down to create a team charter. We examined each contracted deliverable and explained its meaning in clear and concise language.
Doing this as a team instilled cohesion and shared values that allowed us to work together. We now had a clear purpose as a team, a clear why.
2. Defined roles and responsibilities (Who & What)
Next, we need to agree on who would do what. So, we created roles based on skill sets aligned with our shared vision and team charter. Each role was defined with clear responsibilities, empowering every team member to contribute effectively and purposefully.
By having a clear responsibility, team members know what to focus on and how to prioritise their workload. It also helps them understand what to say no to, an essential feature of a high performance team.
3. Clear communications (When, Where & How)
Listening and articulating are critical skills for any team. We set about encouraging the exchange and challenging of ideas in a supportive way by using Tools such as Teams Chats and Calls, Jira, Confluence, and Miro. This mix of communication tools allowed us to engage with each other quickly, articulate and visualise problems, and record and share outcomes.
4. Supportive Culture (How)
Building on clear communications, we set about creating a supportive environment where team members could feel empowered to learn, develop, and nurture each other so that we could achieve more as a team. We encourage discussion, sharing opinions, and asking questions to get in sync as a team to achieve exceptional results.
5. Continuous Improvement (How)
Recognising the need to start working and always strive for perfection, we embraced a culture of continuous improvement. We constantly challenged ourselves to find better ways, listened to stakeholder feedback, and set aside dedicated time for improvement. This approach enhanced our productivity and underscored our commitment to learning and growth.
Think big, start small and act fast.
Conclusion
There are three takeaways:
- Choosing meaningful metrics against which you wish to measure yourself is worth taking your time over.
- Use the principles of what, where, when, why and how to make it relevant to your situation.
- Involve the whole team in the process
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