Building high performance teams

Great recruiters do a good job matching the right candidates with suitable roles but what happens when you want to take good employees and build them into a high performance team? Having worked across a number of these roles at Abacus in the past six months, I’d like to highlight the importance of recognising talent is elastic and can actually be developed to suit your organisational requirements.

If you want a high performance team, one point you’ll recognise is that leadership doesn’t stop with you. Technically everyone in the team should be a leader, not just in their role defined area. Candidates coming out of an SME background understand the importance of being accountable across a variety of tasks and are quite effective at slotting right into organisations where there is a requirement to be accountable and working across a variety of business units.

For example, it’s not unusual for a Payroll Clerk to have his/her position evolve into that of a Accounts Payable if their organisation acquires new businesses. If your team understands the importance of role fluidity and that everyone is accountable for not only their own predefined areas but also the overall success of the team, you’ll get them thinking like managers. The net benefit of a change in thinking of this magnitude is invaluable.

Your team needs to feel more than just a part of the team but an integral part of the team. They need to feel like they belong and the work they do is important. The need to belong is actually an important psychological motivator for human beings and if you think about it, could also be a major reason why staff go looking for new opportunities if they feel left out or undervalued. When people lack meaningful relationships with others in their personal life they suffer[1]. The same can be said of their professional relationships with co-workers and line managers as far as their professional lives are concerned.

Much can be said of the hierarchical top down organisational reporting structure. It’s effective. It delivers results. It keeps people accountable and gives them a sense of direction. There’s a reason why the military uses this top down structure. It works! Companies since the industrial revolution have naturally adopted a similar hierarchical approach. The problem with top down reporting and accountability though is that it can create a sense of “oh that’s not my problem, my manager can deal with that”. Often some of the best ideas or solutions to vexing problems come not from management level brainstorming sessions but from managers going back to their respective teams and brainstorming with them. Doing this can not only develop a thought process in a completely different and delightfully unexpected direction, but it can assist in making your team feel they have an important role to play. The start-up culture understands this approach and regularly employs it during the early stages of product development and implementation.

If you are an Accounting/Finance Professional interested in exploring new opportunities in the Brisbane market we’d love to hear from you on (07) 3135 9780. I also encourage you to join our private LinkedIn network (http://www.linkedin.com/groups/7021899). As you probably are aware we do move quite quickly on the roles we recruit for so it pays to stay ahead of the competition. Our group is an exclusive community I am building up for Finance Professionals in Brisbane who want to share job search opportunities, industry news, blogs and other content. You’ll also have an opportunity to network with each other. You might even come across some people you have worked with in the past!

[1] http://www.scienceofrelationships.com/home/2012/4/16/the-need-to-belong-part-of-what-makes-us-human.html

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