What Sets High-Performing Teams Apart From the Competition

This article is an installment of the Everyday Warrior series, that includes recommendation, key interviews, and tricks to stay a lifetime of impression, development, and continuous studying.

As a Senior Leader in the US Army Special Forces, I at all times tried to establish what set some groups aside from their friends. All had the similar belongings, instruments, coaching, and personnel. Minor variations had been based mostly on mission units or specialties—Military Free Fall or Combat Divers—however they didn’t consider to what made a “good team.” It was straightforward to imagine expertise was a differential. Still, newly graduated Green Berets had been all held to the similar requirements for coaching, and I used to be liable for preliminary assignments and was cautious to not “stack” groups. I used to be cautious to make sure each workforce had senior members with related experiences and tenure. So, if it wasn’t expertise, expertise, gear, or coaching, what intangible aspect did some groups have that others didn’t?

The reply was at all times accountability. Our greatest groups prioritized accountability and adherence to requirements stronger than their friends, which made all the distinction.

What is accountability? Webster’s defines it as “A willingness or obligation to accept responsibility for one’s actions.”

In our weakest groups, there was little or no accountability to anybody. This was a management difficulty, and we handled it shortly. The common workforce tended to be those who wished to maintain the boss blissful. They did simply sufficient to take care of certification and keep off the radar. They had been dependable however by no means the first decide. Teams that stood out had been ones that had been held accountable by each member of the detachment. Team management set the expectations, offered the coaching and belongings essential to succeed, and by no means wavered on requirements. Team members knew what was anticipated of them however, extra importantly, what was anticipated of everybody on the workforce. With extra coaching and expertise, senior members had been liable for growing their junior teammates; junior teammates had been accountable for overcoming any recognized areas of weak spot. If a junior member got here for assist, it was anticipated they might get it. If senior teammates recognized a coaching deficiency, the whole efforts of the particular person had been anticipated. Peers held one another accountable, as did the entire workforce.

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