The best-performing companies harness the greater potential of well constructed motivated teams, right?
Leaders actualize the collective team-potential, not the aggregate of each individual's in isolation. Yes, a team is made up of individuals, each having potential often necessarily needing to collaborate, and interact, reporting to and relying on managers, and dependencies on interrelated activities all of which can impact overall performance, both positively and negatively. Performance is a broad company-wide pursuit, and to paraphrase Aristotle, the whole is greater than the sum of the parts. Meaning, when the parts fit and work well together, if they don’t there’s a drag on performance, and we achieve less than the individual sum of the parts. Just like in sports, when a less talented team beats a team of higher skilled individuals who are playing like individuals.
We live and work in communities, we are part of an ecosystem, the universe and subsystems down to our families, and our places of work, which for many are virtual right now. Companies who prioritize organizational health tend to benefit from virtuous circles driving higher levels of performance, and lifting team productivity. Poor organizational health can pervasively shift performance dynamics, drifting from the greater of team potential to that of individuals' with vicious debilitating cycles driven from the symptoms of politics, self-interest, high turnover and apathy.
Darwinism recognizes we exist in an ecosystem. How we fit, adapt and evolve dictates how well we do, individually and collectively. Beyond individualism, biodiversity drives greater depth, strength and resilience for us all.
We participate in teams, personally and professionally, whether we consciously chose them or not. Our parents, or managers at work as an employee, or employer, vendor, or customer. Community naturally and inherently makes us stronger. An approach to compete individually, and or be measured singularly within teams can conflict with the greater team potential and become a force opposing cohesion and productivity.
Business is perhaps the ultimate team sport, so how do we predictably develop high-performance teams not individuals? Like in sports, even individual sports, how well we fit within our ecosystem and work with other members drives both individual and a teams’ collective outcomes.
How do we know our existing team members or candidates' potential? And that it enhances the equation of greater than the sum of the parts? How do business leaders know they have that right? How do they measure it and improve it? Are, unconscious biases influencing decisions?
Companies set aside large budgets to invest in the discipline of talent optimization, monitor, analyze and assess productivity to help make decisions to improve performance. Resources available to aware leaders who chose to prioritize and practice talent optimization, have grown enormously over the past few decades.
Digitization and exponential technologies have accelerated business opportunities and disruption. Organizations make a multitude of operational, financial and strategic decisions based on data. So why would we not extend the use of evidence-based knowledge and prediction to making optimal personnel decisions from hiring, to coaching, career-pathing and retention decisions?
How effective is your company at placing people in positions who have an innate ability and potential to do well in the role and make people around them better? Leaders want to invest in talent that has the highest probability and potential to perform. Like other areas of the business, having validated data enables greater confidence in our choices. The greatest performance comes from a cohesive workforce; Personnel diversity, alignment to role, team, and organizational fit. A higher level of workplace awareness drives workforce engagement and discretionary effort, thats at the heart of best performing companies. Incorporating policies, with performance systems that can "transparently" and dynamically help ensure execution and where needed readdress the balance and impact of unconscious workforce bias to drive broader workplace potential, strength and resilience
If we can measure the key drivers of both individual and team performance and isolate bias we have a basis on which to improve and continuously develop talent for predictable productivity. How do we measure that? and put a repeatable process in place to develop high-performing teams.