The Chemistry Behind Leading High Performing Teams
In today’s matrixed, complex, global, digital world, the old ways of leading and managing teams are too cumbersome to meet the need to be agile, fast, collaborative and innovative and bring others along on that journey. The widespread lack of success in leading teams effectively is evident in the data that abounds about team failure and lack of team performance.Research suggeststhat work teams fail to accomplish their goals about 60 percent of the time. This means that leaders like you face a significant risk that your team or teams will fall short on your watch, unless you can pinpoint what it takes to do the right things.
What is it that the leaders of high performing teams do differently? How are they able to navigate this environment of turmoil and change, and deliver the right kind of structure, support and vision to enable their teams move the needle on collaboration, new thinking, and tangible business outcomes?
To find out the answer, we analyzed the data from over 1,000 senior executives who have taken a leadership feedback survey, the Bates Executive Presence Index (ExPI™), to see if there were statistically significant differences between leaders who led high performing teams and those who had difficulties leading a high performing team. We found there are very significant differences, enough to say there is a formula for leading a high performing team.
To uncover the formula for leading high performing teams download our paper "Taking Your Team from Good to Great."