Six Keys To Building A High-Performance Team

1. Put trip wires in place. You can’t fix something if you don’t know that it’s broken. And, in the service business, problems can sometimes persist for a long time with far-reaching impacts long before you know they exist. To avoid this, set up “trip wires”—business indicators that something isn’t working—to help spot problems before they snowball. These red flags might include a sudden increase in turnover or a surge in comps, drop in sales or a spate of poor reviews on YELP. Train your team to watch for these indicators and speak up so that you can work together as a team to formulate a plan to get back on track.

2. Build stronger relationships with employees. Employees are more willing to go above and beyond when their contributions are recognized and appreciated, and when they know their work makes a difference. Job security and opportunities for growth also enhance loyalty, which is extremely important in today’s tight labor market. To build strong relationships with your staff, start by having meaningful conversations with each employee to ensure they feel a sense of connection and commitment to their team and the business.  Ask about their life goals and personal goals, and whether they have ideas or input on how to improve business operations. The more you invest in helping employees grow personally and professionally, the better they will serve your customers and your business.

3. Create a team mentality. To create a team, you must first understand that, unlike an ordinary group of people, what differentiates a team is the fact that its members all share a common purpose and goals. Rather than individually complying with requirements, each member of a team is mutually committed to the goals and to each other. They also believe they can do better and grow more effectively by working together than on their own. A strong leader can convert a group to a team by instilling the importance of achieving shared goals and demonstrating how each individual plays a vital role in that process. Once individuals understand how their work contributes to the team’s success—and ultimately, their own as the business grows—they’ll be more committed to their team and working together.

4. Regard trust as currency. Your team must trust your word, your commitment and your decisions in order to be successful. Think of trust like currency in a bank account. Without trust, you are bankrupt. Because no one is perfect, and it’s impossible to do everything right all the time, it’s important to pad your trust account generously. By consistently making trust “deposits,” your team will amass enough faith and support in your leadership so as not to wipe out the account should you make a minor “withdrawal” with an accidental poor choice. When your team trusts you, they’ll be more forgiving and supportive even when mistakes or tough calls are made.

5. Slow with people = fast performance. As the adage says, “patience is a virtue,” and that’s especially true when leading a team. By slowing down and spending time with your team to make sure they understand the goals and purpose of their work and how it relates to the company’s overall mission, the better they’ll perform. When you rush and assume they know, things go south. Communicate and demonstrate clearly that their role is to create an atmosphere where the customer feels appreciated. Make sure employees understand why each customer interaction is critical and how to ensure each one is positive.

6. Practice delayed gratification. Another form of “patience,” delayed gratification can be a significant predictor of success. You’ve no doubt heard the saying, “the best things come to those who wait.” Unfortunately, that’s easier said than done in today’s instant gratification society, but a little patience does reap a greater reward. This is true for both managers working to coach team members into being high performers and for employees looking for opportunities to advance their careers. By not always striving for the immediate “hit” and instead keeping your eye on the bigger prize, teams and their leaders can learn to work together better for the long haul.

Author Bio

Paul Dodd is the Senior Vice President of Sales at Compeat. He oversees the strategic direction and expansion of Compeat’s sales organization, with core expertise in sales leadership, culture and operations. Paul is focused on developing new sales initiatives and managing sales operations. With over 20 years of domestic and international strategic planning and sales experience, Paul has a proven track record driving SaaS market share, revenue, gross margin and profit growth. Visit www.compeat.com Connect Paul Dodd Follow @compeat