Here’s What Builds a High-Performance Team at the Top

If you want to build a high-performance team at the top, you’ve got to have managers who are professionally close.  The big mistake many companies make is to dream-up “team” activities meant to bring key managers together in a personal way — going bowling together or having social outings.  There’s nothing wrong with doing those activities, but they won’t create a high-performance team.  Here’s what will:

  1. The members must have as a key goal, creating a high-performance team.
  2. They have to experience productive conflict, where they worked through differences to find a solution to a problem or a clear direction forward.
  3. They have to agree on priorities and be aligned with them.
  4. They have to have healthy respect for what each other brings to the group.
  5. They have to personally encourage each other, and have high expectations for each other.
  6. They have to challenge each other to continually raise the bar in terms of their own professional development. No high performance team can exist with one or more participants standing.

© Copyright 2016  Bob Legge

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Bob Legge provides organizations with the ability to exceed their most ambitious goals.  I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.  Contact him at  bob.legge@leggecompany.com

Take Less Action — And Get Better Results

Managers become quite adept at problem solving which involves taking action to bring performance back up to where it once was.  You know the drill:  An individual’s performance declines, a process goes off the rails, etc.  You need someone to take action to correct the problem.

Yet the greater value is to increase performance to a level it’s never been before.  That takes innovation, and it’s different from problem solving.  Innovation is essential for growth.  It requires improvement, not simple doing what you’ve always done.  It’s the manager’s job to innovate — to get results.

If you want to improve as a manager, you have to do less taking action on problems, and do more to innovate and drive higher results.  What percent of your time is spent problem solving vs. innovating?

© Copyright 2016  Bob Legge

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Bob Legge provides organizations with the ability to exceed their most ambitious goals.  I work with leaders of Fortune 500 companies, small and mid-size companies, nonprofits, education, and government. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.  Contact him at  bob.legge@leggecompany.com

The Key Difference Between Bureaucracy and High-Performance

Of the things high performers hate most, bureaucratic organizations are in second place (weak supervisors are first.)  The key difference between bureaucracies and high-performance organizations is how they value both process and results.  Bureaucracies value processes not results.  High-performance organizations value both processes and results.  They value results because that is what furthers their mission.  But they also value process because it drives sustainable and repeatable results.

The corollary is Peter Drucker’s quote that effective leaders focus on doing the right things while managers focus on doing things right.

What does your leadership and organization value?