Radian Compliance Management Services

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Companies consistently create cross-functional project teams to implement technology, reengineering, product launch and other complex initiatives in the workplace. Many of us, when asked to give an example of a high point in our careers, immediately cite a major successful team effort. Yet in our constantly accelerating marketplace, we find that more and more of our time is being spent getting teams back on track or having to step in and "do the heavy lifting" when the team does not deliver results.

What is the difference between the team that you remember as a career high point, and the one you are pulling out of the ditch today? Often, it is the time you spend up front — ensuring that you and the team can answer and agree on some simple questions: What is the team doing? Why? How will we accomplish the work? Who is involved? 

Not doing this is the equivalent of firing before aiming.

ATTRIBUTES OF A HIGH PERFORMANCE TEAM
Most teams launch into the work quickly because team members feel they know what has to be done and are probably already behind schedule. However, as you speak to each member of the team (or worse yet, must conduct the post-mortem on what went wrong), you find that they each have a very different view of "what, why, how and who."

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