Episode 47: Helping High-Performance Teams Perform

In a recent post, Tash Marshall Bean discussed a concept she calls “feedforward.” This resonated with me because it closely aligns with strategies I have employed over the past two decades to help my teams perform at high levels. It’s about striking a balance between the learning necessary for growth and the encouragement needed to embrace the challenges that come with it. I refer to my approach as the “toolbelt approach.

As I mentioned to Tash, it’s essential to build a comprehensive toolbelt so that every team member has the resources they need to address the challenges they encounter. The practice and intention behind this approach are significant. Practising as if they are in a real situation promotes the gradual adoption of tools and fosters confidence in using them effectively when necessary. Encouragement plays a vital role in this process, as teams will inevitably face failures along their journey. Such encouragement motivates them to persist in using—and experimenting with—the tools they have while remaining open to adopting new ones. For example, consider a carpenter’s tool belt: familiarity, trust, and process are fundamental, just like the hammer, measuring tape, and saw.

How Does this Work in Practice?

In my experience coaching teams, I have found that there are specific steps necessary to transform a group from simply being a team into a high-performing unit. These steps include building familiarity, establishing trust, developing a clear process, and creating a versatile toolbelt. The first three elements serve as tools within that toolbelt. As a coach, my role is to encourage the team to adopt these tools and to support them as they navigate the failures that will inevitably arise. Building familiarity is the initial step, while the other elements develop concurrently over time.

Getting to Know Each Other

The first tool in this approach is getting to know your teammates. As a coach, I take a step back during this phase, merely encouraging the team to engage in activities together—whether it’s a night at the bar, a day out snowshoeing, or tackling an escape room. I would highly recommend the escape room option. It’s important to note that while teammates don’t need to become best friends or even friends, they must be able to get along and respect one another. This foundational aspect of the toolbelt is the ability to communicate effectively with one another. We see this happen at many events when the moderator introduces the icebreaker - your team needs to do an icebreaker, and preferably multiple icebreakers, as I find doing a few is even better and like the other steps, is an ongoing process.

Building Trust

Getting to know your teammates is the first step in building trust, which is essential for an effective team process. The more trust there is among team members, the smoother the process becomes. Trust is a key element; without it, achieving an efficient and effective workflow is nearly impossible.

In a time-constrained preparation period, each team member has specific responsibilities. If trust is lacking, those duties may be duplicated or excessively double-checked, which hinders productivity as time is not used effectively. For example, I often emphasise the importance of trust when discussing the finance person’s role on the team. This individual is responsible for conducting a quick reality check once a solution is proposed, and the team must trust their judgment, regardless of the outcome.

Building a Process

A team needs a well-defined process to complete its tasks effectively. I typically start my teams with a case-solving deck, which serves as a foundation for them to develop their own methods. Each team has its own unique process, and in my philosophy, it should be determined by the team itself, with support from the coach. I have worked with and spoken to coaches who impose a specific process on their teams, and I strongly oppose this approach, as I believe it undermines the potential success a team can achieve. I offer my personal coaching record as proof; it reflects the success I have attained across a large number of a diverse range of competitions over the past two decades.

My initial coaching practices centre on the first three elements because I prioritise building familiarity, trust, and an understanding of the team’s process before diving into content. While this focus on team dynamics remains important throughout, it is especially crucial at the beginning, even more so than the content they will ultimately deliver. As teams come to learn, the knowledge portion is the easy piece; it is becoming a team that is the hard part.

Adding Tools to the Tool Belt

It is crucial to equip the team with additional tools for their tool belt. Typically, team members arrive with a few tools they have previously used in the classroom. One of these tools is the SWOT analysis; while they may have a basic understanding of it, they often apply it incorrectly. Providing them with this tool will support their solution development as they form their teams. As a coach, I can share some knowledge during these initial practices.

Once the team achieves a satisfactory level of cohesion, my role shifts to introducing case studies that help them expand their industry knowledge and become familiar with new tools. This also provides an opportunity for them to practice with the tools they have already incorporated into their toolkit. As a coach, my responsibility is to guide them in discovering new knowledge and tools while encouraging them throughout the learning process. Encouragement is especially important, as they will face numerous challenges and failures along the way, and feedback can sometimes feel discouraging. The support I provide, along with Tash’s constructive feedback, fosters a continuous desire to learn and improve. I believe that true success occurs when both encouragement and feedback come together to create a shared sense of purpose and common goals within the team.