2019 has certainly started in a Volatile, Uncertain, Complex and Ambiguous way. There is VUCA in our politics, economics and organisations. Operating our teams in a static way is no longer effective and only those dynamic enough will be able to deliver the high performance required to survive.

High performance teams are not new, and there are many different models to provide frameworks, diagnostics and tools to achieve the holy grail of high performance. At Management Dynamics we work with teams to support them using a blend of models as well as our own 5R Framework. Our framework though is founded on the Growth Mindset platform and incorporates the processes Design Thinking, Lean Start Up and Agile to ensure that what we do as a team adjusts constantly to achieve and then sustain high performance.

The 5 R’s are:

Reason: What is the reason for being in this team now? From an organisational perspective and individual motivations.

Results: What does the team have to deliver? What are their big “Whats”? How will they know they have delivered them? Who do they collaborate and work with to achieve great results. How competent are they? Who is accountable for what? Everyone needs Clarity on exceptional performance standards. The whole team needs to be intolerant of incompetence. This does not mean we do not have weaknesses, or can’t get things wrong or learn. This is about people doing their best; no sloppy thinking, poor work habits or mediocre skills. A growth mindset is required where people are after mastery and becoming the best they can be.

Routines: Includes weekly scrum meetings, planning sprints and time-boxing team activities into a month so things can be adjusted, realigned and improved. Experiments are devised for continuous improvement and innovation and fast feedback loops so the team is up to speed and can be agile and adjust.

Relationships: These are key and for success in a fast moving world we need psychological safety. This can only happen if we have good relationships founded on respect and openness, the courage to share ideas and to give or receive critical feedback so the team can constantly improve. This is about increasing our competence on a daily basis. Food for the Gods indeed! While individuals are accountable this is balanced with high levels of collaboration. The team work closely together and support each other with, for example:  ideation and experimentation as they solve problems, discovering more about their customers, coming up with solutions and testing them.

Review: Review is continuous and part of all routines. However there is also a formal review each month to ensure learning is shared and understood and celebrated. The annual review is also time to take stock against the bigger picture, redirect and recharge the team plan.

Leading dynamic teams is not a one off away day, it’s about being with your team; stretching and challenging them. It requires an agile and conscious leadership style where the leader needs to maintain their growth mindset and open up to new perspectives.

Talk to us about how we can support your teams in becoming Dynamic in 2019.