Schritt 1: stellen Sie sicher, dass die Teammitglieder ein gemeinsames Verständnis dafür haben, warum sie zusammengekommen sind und was das Unternehmen von ihnen erwartet. Sinn und Zweck des Teams. Teamaufgabe.
Schritt 2: helfen Sie Ihren Teammitglieder, mit ihren Kern-Motivationen in Verbindung zu kommen. Die Kern-Motivation muss eine Verbindung mit der zu erwartenden „Belohnung“ nach und während der Erfüllung der Teamaufgabe haben. Das schafft Energie.
Schritt 3: finden Sie heraus, inwieweit die Fähigkeiten im Team vorhanden sind, um den Sinn und Zweck vom ersten Punkt zu genügen. Wer bringt was mit ins Team?
Schritt 4: Stellen Sie explizite Regeln für die Zusammenarbeit auf. Wie wollen wir entscheiden, wie wollen wir voneinander lernen, …? Das ist die Verfassung des Teams.

Schritt 5: Lassen Sie Ihren Teammitglieder, zur Steigerung der Team-Effektivität, Verhaltensweisen definieren, die sie leben möchten.
Schritt 6: Messen Sie zusammen die Team-Effektivität, spätestens jedes Quartal.
Das wichtigste ist: Machen sie das alles nur im Kontext der Aufgabe des Teams. Teams wachsen an ihren Aufgaben, nicht in simulierten Umgebungen.

Six steps to build high-performance teams

Step 1: make sure that team members have a common understanding of why they came together and what the company expects of them. The purpose of the team. Team task.

Step 2: help your team members get in touch with their core motivations. The core motivation must have a connection with the expected “reward” after and during the fulfilment of the team task. That creates energy.

Step 3: find out to what extent the skills are available in the team to meet the purpose of the first point. Who brings what into the team?

Step 4: Establish explicit rules for collaboration. How do we want to decide, how do we want to learn from each other …? That is the constitution of the team.
Step 5: Let your team members define behaviours that they want to live to increase team effectiveness.

Step 6: Measure team effectiveness together, no longer than a quarter later.

The most important thing is: Do all of this only in the context of the task of the team. Teams grow by their responsibilities, not in simulated pieces of training.

One of the building blocks of trust is demonstrating and living integrity as a leader.

And here are at least three behaviors we can intentionally show at any moment in time:

1) Call the things as they are, tell the truth and check whether your reality is the same as the others. Show honesty.

2) Equally apply the agreements to everyone, whatever they are. Bring high attention to fairness.

3) Communicate clearly and leave the right impression, as you have originally planned to do. Live authenticity.

All those three steps will lead to an integer behavior. This behavior is one of the growing seeds of a plant full of trust.

Good leaders have good teams; great leaders have great teams.

A trustful environment helps a team to focus its energy on the goal. Uncertainty and skepticism about the team members’ genuine intentions are one of the factors that can distract the focus. That creates unnecessary questions, gives a lot of food for interpretation and inference.
We do not need to lose the groups valuable energy in climbing the ladder of inference.
Clarity on why do we work with the team, how do we work and what do we want to achieve, helps. The dialogue about the plans of the team members increases the confidence level of the team.

What to do? Where to start?

As a leader, first, share your intention with your team. And then listen what others have to say.

Good leaders have good teams; great leaders have great teams.