Building High Performance Team In A Minute

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When working with a group or a company, the most expected mantra recited is “be a team player” in order contribute for the organization’s accomplishment of all its goals and objectives. To quote, “Someone may be great at his or her job, maybe even the best there ever was. But what counts at work is the organization’s success, not personal success. After all, if your organization fails, it does not matter how great you were; you are just as unemployed as everyone else” (Johnson, Kantner & Kikora, 1990).

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This is why Kenneth Blanchard decided to jack up his One Minute Manager book series by coming up with something that will focus on teamwork, which is The One Minute Manager Builds High Performing Teams (1990, revised 2000). With Eunice Parisi-Carew, Blanchard tackles in this book the in-depth dynamics of team structure and the most rewarding interactions of each team members. Blanchard hopes that, by reading the book, participants of these work groups will gain a clearer understanding of how their teams may function at optimal levels.

As a prominent author, speaker and business consultant, Kenneth Blanchard is often described as one of the most insightful, powerful and compassionate gurus in the business world. Blanchard is chairman of Blanchard Training and Development Inc., a management consulting and training company which he founded in 1979. He co-authored four books in the One Minute Manager series that collectively sold more than nine million copies and have been translated into more than 20 languages.

Also, he has regularly appeared on popular television news and business programs in the US and has been featured in leading magazines such as Time and US News.

This is why if somebody has enough expertise on how teams can be made effective, Blanchard has definitely the authority to discuss how teams work to become high performing and achieve excellence for the organization.

Noted for his leadership approach that promotes self-esteem and self worth through a clear and structured approach to making people accountable for their behavior, Blanchard emphasized that “people who feel good about themselves produce good results — and appeal is based on applying techniques that take only one minute to apply”. What’s most relevant in e One Minute Manager Builds High Performing Teams (2000) is that the authors presented seven characteristics of the perform model that identified the desired behaviors of an effective team:

· Purpose. Team members are clear about what the team's work is and why it is important.

· Empowerment. Members are confident about the team's ability to overcome obstacles and to realize its vision.

· Relationship and communication. The team is committed to open communication, and members feel that they can state their opinions, thoughts and feelings without fear.

· Flexibility. Members are flexible and perform different tasks and maintenance functions as needed.

· Optimal productivity. High-performing teams produce significant results, due to a commitment to high standards and quality results.

· Recognition and appreciation. Individual and team accomplishments are frequently recognized by the team leader -- as well as team members -- by celebrating milestones, accomplishments and events.

· Morale. Members are enthusiastic about the team's work, and each person feels pride in being a team member (p. 9-16).

At 106 pages, this book is not a heavy read and filled with fictionalized dialogue to establish concrete examples. Also, this book interestingly explains the developmental stages a team goes through on their quest in becoming “high-performing” and “self-directed.”

Emphasizing on the group dynamics, the authors easily described how an effective leader or “educator” can help steer the team that will empower individual members to contribute their creative ideas and talents to attain the common goal: accomplishing the team’s mission. In the work environment, teams materialize to focus on tasks or solve problems that are beyond the capacity of one individual.

With this type of set-up that allow creative and innovative juices to flow through the constant sharing of information, people could appropriate division of labor among the members of the team can lead to more effective, more efficient and less stressful workplace. Their high levels of performance with regards to quantity, quality, and timeliness of work results can contribute to their sense of satisfaction, addressing a psychological and motivational need.

With incessant exposure to each other, team members and their superiors could ascertain whether they have a team that can continue working together with synergy or their togetherness poses a detrimental effect on their output and interrelationships. Thus, with the help of this book, managers, leaders and even parents can make most of their teams to have a wider perspective of the processes and a detailed coverage of the activities that occur and address what needs to be improved in their respective organizations.