The Patterns of High-Performing Teams

In this episode, Tim and Junior discuss how high-performing teams are formed and maintained. The quality of an organization is a reflection of the quality of its teams, and high-performing teams have patterns. Although there are many patterns, Tim and Junior will focus on a core four in this episode, including how high-performing teams (1) connect, how they (2) improve their skills, how they (3) view transparency and autonomy and how they (4) continuously seek innovation.The benefits of improving your teams' performance (01:43) Remember, individuals rarely accomplish extraordinary feats alone. The quality of an organization is a reflection of the quality of its teams. As you improve your teams, you’ll get two things: Leverage and scale. You'll be able to multiply the force, scope, and magnitude of your organizational efforts.How do high-performing teams connect? (13:55) High performing teams know each other. If your team doesn’t know each other, it’s not a high performing team, or at least it won’t be for very long, or when things get hard. Tim and Junior share the story of Satya Nadella, CEO of Microsoft, and why a 3-day offsite was one of the most important things he has done as a CEO.How do high-performing teams improve their skills? (26:33) High performing teams are constantly growing. When teams acknowledge that the knowledge they have today is not enough, they open themselves up to development. How do high-performing teams view transparency and autonomy? (38:10) High performing teams are focused on achievement based on transparent, meaningful metrics. Tim and Junior talk about Google's Project Aristotle and how they discovered that psychological safety is the #1 indicator of high-performance. How do high-performing teams chase innovation? (50:44) High performing teams believe in continuous improvement. They're proud but never satisfied. At the end of the day, challenger safety not just as challenging the organization, but challenging ourselves to do better and be better.