Technique 3.12 Team Performance Checklist
Consider each of the following statements. Indicate with a tick which statements most accurately reflect your situation as a team.
High-performance criteria |
Column 1 |
Low-performance criteria |
Column 2 |
i) Takes a stand around a clear vision and objectives |
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i) Unclear vision and goals |
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ii) Aligns around common goals that supersede individual agendas |
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ii) Unclear roles and accountabilities |
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iii) Operates with a strong sense of purpose and ambition |
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iii) Poor tracking of team progress against goals |
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iv) Regularly measures its own performance |
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iv) People driven by hidden or personal agendas; much unproductive "background compensations" |
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v) Members emotionally committed to the team and each other; they stand for each other's success |
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v) Lack of straight talk, communications based on fear of "rocking the boat" or "peaceful coexistence" mentality |
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vi) Trust prevails - sustained through openness, reliability, acceptance and follow-through on commitments |
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vi) Competition at the expense of collaboration |
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vii) Mutual support and coaching is fluid and authentic |
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vii) Fear and mistrust of upward feedback |
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viii) Individual strengths and weaknesses are openly acknowledged |
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viii) Poor interpersonal trust levels; superficial trust prevails |
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ix) The spirit of possibility prevails and conversations are not anchored in negativity and constraint |
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ix) Positioning based on agreement or disagreement, rather than alignment for the good of the team |
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x) Commitment to a way of being a team through consistently exercising positive behaviours |
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x) Forced compliance mentality and resistance to change |
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xi) Members are highly intentional in what they do, enabled through explicit and transparent goals, processes, etc |
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xi) Disempowerment through a real lack of resources or simply a "barriers mindset" |
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xii) High levels of energy and a strong sense of pride |
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xii) Doing what is essentially the same thing over and over, expecting different results. Or looking for the same results over and over, without looking for improvement |
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xiii) Mutual accountability as individuals, and collective responsibility for the success of the team as a whole |
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xiii) Repeating solutions or actions that have worked in the past rather than being innovative |
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xiv) Problems or change approached with possibility, no fear or avoidance |
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xiv) Lots of people "trying", but no one truly accountable |
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xv) A great place to work, where accomplishment is celebrated and individual potential is realized through the support of the broader community in the organisation |
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xv) Other people's problems not perceived as theirs |
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xvi) Team members are accountable and responsible for their words and actions |
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xvi) People talk about what needs to be done without making clear requests for commitment to accountabilities |
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xvii) Good communications, high morale and team members are satisfied |
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xvii) Poor communications, low morale and a sense of resignation |
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xviii) Much celebrating and little complaining |
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xviii) Lots of complaining, not much celebrating |
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xix) Team members are resilient and rally to support each other |
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xix) Team falls apart when challenged with a problem and people start blaming each other |
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xx) Team members regularly explore outside their comfort zones and status quo thinking is always challenged |
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xx) People are unwilling to explore outside their comfort zones, and instead gravitate toward the status quo |
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(source: Trina Lewis, 2006)