Written by Paul Laflamme
Today, more than ever, the success of an organization is often determined by the effectiveness of its teams. High-performing teams are essential for achieving strategic goals, driving innovation, and maintaining a competitive edge.
What does a high performing team look like? High-performing teams are more than just groups of individuals working together, they are cohesive units that leverage the diverse strengths of their members to achieve superior results. These teams have the following traits in common:
Clear Goals and Objectives: High-performing teams have a clear understanding of their purpose and what they are expected to achieve. This clarity drives their focus and efforts toward common objectives. Regular updates on key metrics and progress towards these objectives is essential!
Effective Communication, Trust, and Respect: Open and honest communication is the backbone of these teams. Members feel comfortable sharing ideas, giving and receiving feedback, and addressing conflicts constructively. There is a strong sense of trust amongst team members, which fosters a safe environment for taking risks and being vulnerable. Don’t underestimate what it takes to build this. It takes continuous effort to foster the atmosphere of trust required and less than you might think to destroy it!
Collaboration and Accountability: These teams excel in working together, leveraging each other’s strengths, and compensating for weaknesses. Each member takes ownership of their tasks and is accountable for their results. There is a shared responsibility for the team’s success. The sum of their collective efforts always exceeds the individual contributions.
Adaptability and Learning: High-performing teams are agile and responsive to change. They are continuously learning and evolving to meet new challenges and opportunities. Creativity and curiosity are the cornerstones here.
So, what role do rewards, compensation and pay have on High Performing Teams?
Everyone understands that employees expect to be compensated (fairly) for their efforts. Too often overlooked by both small and large organisations, is how well their compensation and rewards systems support the overall objectives of the organisation (and the teams within it).
The key to tackling this is a no-nonsense, critical assessment of how well your compensation models support the business as well as the employee. Put aside your preconceptions and ask yourself honestly – or better yet – ask your employees:
- Are employees rewarded for the behaviours you are expecting from them? Do they know what is expected of them? Do you know?
- Does your model encourage employees to work together or against each other?
- Does compensation line up directly with company results? Are there key metrics that tie in directly to pay?
- Does your reward/pay program provide regular updates tying performance to pay? If not, could you reward (pay) based on quarterly objectives? Monthly?
Here are some key considerations for matching compensation models to desired behaviors in high-performing teams – try as much as possible to have distinct measures that:
Reward Collaboration and Align Incentives with Team Goals: Traditional compensation models often focus on individual performance, which can undermine team spirit. Ensure that the compensation structure is directly linked to the team’s objectives. This alignment motivates team members to work towards common goals and fosters a sense of shared purpose. Develop quantified team-based metrics to reward collective achievements and encourage collaboration.
Encourage Accountability: Implement performance-based pay that holds team members accountable for their contributions. This approach emphasizes the importance of individual responsibility within the team context.
Balance Short-Term and Long-Term Rewards: While short-term incentives can drive immediate results, long-term rewards such as profit sharing or stock options can align employees’ interests with the long-term success of the organization.
Recognize Non-Monetary Contributions: In addition to financial rewards, recognize and celebrate non-monetary contributions such as leadership, mentorship, and teamwork. This recognition can enhance morale and reinforce the value of these behaviours.
Build a cohesive pay program: Ensure that the personal metrics don’t dwarf the company-based or team-based metrics. Remember – what do you really want employees to do? Their metrics and associated compensation should always reflect and align with this.
Take Aways
There has been much written about (and talked about!) high performing teams as well as the various ways to incentivise employees. In my experience, employees generally:
- Want to do a good job.
- Want to know what a good job looks like.
- Want to be recognized for the work they do and the impact they have.
As employers, our role is to provide this clarity AND make sure our compensation programs promote and reward the right things. It is the best investment we can make in our business.
