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Within a High-Performance Team, people are highly skilled and can interchange their roles. Also, leadership within the team is not vested in a single individual. Instead, the leadership role is taken up by various team members, according to the need at that moment in time. High-performance teams have robust methods of resolving conflict efficiently so that conflict does not become a roadblock to achieving the team's goals. There is a sense of clear focus and intense energy within a high-performance team. Collectively, the team has its own consciousness, indicating shared norms and values within the team. The team feels a strong sense of accountability for achieving their goals. Team members display high levels of mutual trust towards each other.

High-Performance Teams produce superior results compared to all other Teams. They are more flexible, adaptable, innovative and able to produce far more with far less.

If you already have an excellent team, chances are they are somewhere between a 'potential' team and a 'real' team - but almost certainly not a High-Performance Team. Why - because High-Performance Teams are rare. If they were common, we would have an Apple or a General Electric on every corner.

They are rare only because Managers are not trained on High-Performance Leadership skills.High-Performance Teams are also misrepresented and poorly understood. One common misconception is that due to there being so potent they must be difficult to achieve. In my experience, any Team can achieve High-Performance, and most Managers can achieve High-Performance Leadership.

If you search for High-Performance Teams on the Internet, you will find a plethora of information the great bulk of which has nothing to do with High-Performance.  What you find is basic Team training courses and coaching under the guise of High-Performance. True High-Performance is in no way comparable to these offerings.  


The organisations we admire, and the places where most people would like to work, are known for having a special environment or corporate culture in which people feel and perform, at their best. 

These companies have meta-values that give organisational participants a sense of self-determination. In addition, people feel competent, experience a sense of belonging, have voice and impact on the organisation, and they derive meaning and enjoyment from their work. 

Employees are pleased and proud to work in such exceptionally creative, dynamic, and productive environments. They like working together, having understood that well-functioning teams can be highly efficient, not to mention more fun. (Ket de Vries)
— Ket De Vries