Facilities Check List
Practical, step-by-step guides for the busy FM
April 2000
Characteristics of High-Performing Teams
Twenty-five years ago, when companies like General Foods, Volvo, and Toyota introduced teams into their production processes, they made news because no on else was doing it. Today, teams have become an essential part of the way business is being done in many organizations, as much in facilities management as in other fields.
How do we explain the current popularity of teams? The evidence suggests that teams typically outperform individuals when the tasks being done require multiple skills, complex judgements, and a range of experience. As organizations have restructured themselves to compete more effectively and efficiently, they have turned to teams as a better way to utilize employee talents. Supervisors and organizations have found that teams are more flexible and responsive to changing events than are traditional departments or other permanent groups.
Of course, organizations want high-performing, productive teams rather than low-performing ones. A team can be defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. The characteristics of high-performing teams are implicit in this definition. Specifically, high-performing teams are characterized by the attributes described below.
Commitment to a mission. The essence of a team is a common commitment to a common goal. Without it, groups perform as individuals; with it, they become a powerful collective unit. Teams must, therefore, have a clear mission to which they are committed, such as Saturn Corporation’s: “Let’s beat the Japanese by producing a world-class, quality car.”
Specific performance goals. High-performing teams translate their common purpose, such as “build world-class, quality cars,” into specific performance goals, such as “reduce new-car defects to no more than four per vehicle.” In fact, transforming broad directives into specific and measurable performance goals is the surest first step for a team trying to shape a purpose meaningful to its members.
Right size, right mix. Best-performing teams generally have fewer than 25 people—usually between 7 and 14. The skills of team members should complement each other: a team needs people strong in technical expertise, as well as those skilled in problem solving, decision making, and interpersonal relationships.
A common approach. High-performing teams also agree on a common approach with respect to the way they work together to accomplish their mission. For example, team members agree about who will do particular jobs, how schedules will be set and followed, what skills need to be developed, what members will have to do to earn continuing membership in the team, and how decisions will be made and modified.
Mutual accountability. The most productive teams also develop a sense of mutual accountability. They believe “we are all in this together” and that “we all have to hold ourselves accountable for doing whatever is needed to help the team achieve its mission.” Such mutual accountability cannot be coerced. Instead, it emerges from the commitment and trust that come from working together toward a common purpose.
Teamwork. All teams need members who are motivated to work well with others to accomplish important tasks – whether those tasks involve recommending things, making or doing things, or running things. They use teamwork – working together in such a way that their respective skills are utilized to achieve a common purpose. A commitment to teamwork is found in the willingness of every member to listen and respond constructively to views expressed by others, give others the benefit of the doubt, provide support, and recognize the interests and achievements of others.
This installment of FM Check List is adapted from BOMI Institute’s Administration course, (www.bomi-edu.orgwww.bomi-edu.org), a required course in BOMI Institute’s Systems Maintenance Administrator (SMA) program.
