Rules for Building High-Performance Teams

In the recent series, entitled Houston we have a Problem, I focused on six factors critical to success for founders of startups within a larger organization. They included: gaining and maintain latitude/autonomy, honoring sacred cows, putting out a BOLO on the larger organization, building grass roots support, adopting a distinct fiduciary approach, and building a high-performance team.

Since it is critical in any group dynamic (not just startups), I am dedicating a sub-series on seven rules for creating a culture and atmosphere for building high-performance teams. These rules of engagement will provide fertile ground for building an elite team that produces unparalleled results.

For this to be effective it is imperative that every member of the team possesses a deep understanding of the vision, mission and purpose of the organization. Developing such an understanding requires a process that takes time. I will provide suggestions for how to do this in subsequent posts.

Once your team members have internalized the vision, mission and purpose, each member of the team should enter into a contract to honor the rules, and hold each other mutually accountable to them. Based on your personal leadership style and the nature of your team you can decide if you want this contract to be explicit or implicit.

The general theme of the contract is that the team will only expend energy on items that correlate to, and are aligned with the stated vision, goals and objectives. In the next post I will discuss Rule #1: No busy work.

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