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What characterizes high performing teams?
There are many different theories and opinions about what characterizes high-performing teams. Some believe that the personality of the various team members plays a major role, others believe that through history one can see many successful teams that are made up of different personalities. It is true that some types of personality will often work better in certain roles than others, some roles fall more naturally to different personalities than others and one does not need to expend a lot of energy or go outside one's comfort zone. But a good deal of research shows that the interaction between team members can be just as important, where trust is the alpha and omega for a good interaction to be established. Patrick Lencioni, one of today's most famous personalities in the field, is one of those who have faced this the most and talks about "The Five Dysfunctions of a Team" where lack of trust is the most fundamental. According to Lencioni, the other four important parameters that must be in place for teams to function optimally are: conflict, commitment, accountability and results orientation.
Patrick Lencioni, is one of those who has fronted this a lot and he talks about "The Five Dysfunctions of a Team".
Trust is fundamental for a team to be successful, and most researchers today agree that it is the most important factor that must be in place. By that is meant that team members feel safe with each other and trust each other. They dare to be open about their areas of development and mistakes. The main reason for the absence of trust, Lencioni believes, lies with the team members who are unable to show their weaknesses; to be vulnerable and open with each other. The absence of trust is a waste of time and energy; as team members who spend time and energy on defensive behavior, and who are reluctant to ask for help from - or assist - each other. Teams can overcome this one
the dysfunction by sharing experiences and getting to know each other's strengths and areas of development better. At the same time, there should be an agreement that it is okay to make mistakes, and that the worst thing is often not the mistake itself, but the fact that others find out too late, and that one does not learn from each other's mistakes. Trust creates security for the individual and lays the foundation for the rest of the elements in team development, as well as trust makes it much easier to ask others for help with things you are not very good at yourself.
Commitment and Liability
It is in human nature, as research on procedural justice shows, among other things, that in order to buy in and make a commitment, it is important that we have been allowed to have our say and discuss. That our input was taken into account in the decision-making process - for example through debate. It is not so much about seeking consensus, but about ensuring
that everyone is heard. Not everyone will
fto one's wish or will, but as long as one has had his say and it has been discussed, it is in human nature that we can still be satisfied and commit ourselves. In order to achieve this, it is important that trust is present between the team members, and that you try to put aside any fear of conflict. Only then is there room for open and transparent discussions and you can be sure that all input has been taken into account. Which in turn will promote commitment and support from all team members.
High performing teams are often characterized by having a common goal, the organisation's best result and less focus on their own success in their own area.
There is no real obligation if there is no clear responsibility along with this. And without commitment and support, there is no responsibility. In many contexts, this is seen as the manager's task,
and so it is. But in real teams it is important that this is a task for all members. Each individual must feel an obligation to hold the others accountable. Very often the key to success is measuring progress: clarifying what the team's standards are, what needs to be done, by whom and when.
Results orientation
A team is results-oriented only when all team members place the team's results first. When individuals are not held accountable, team members often have a natural tendency to look out for their own interests first, rather than the interests of the team. It is then important to reward behavior that contributes to the team's results. The leader must lead by example and set the tone for the entire team. This includes being the first to dare to show that he/she is vulnerable, encouraging debate and "conflict", being clear about responsibilities, standards and deadlines, but not least being clear about the team's results.
References
“I have had the pleasure of working with Margrethe on several occasions over the last years. She is a capacity on psychometric testing, but most important a true professional. Highly competent, precise, friendly and effective. I look forward to my next opportunity to work with her and HIPOTENTIAL.”
Tom Solberg
Chief of Staff
Höegh LNG
"Margrethe has delivered final candidate assessments and leadership development to the faculty on several occasions. Her deliveries were always professionally carried out and the feedback from the candidates was positive".
Bjorn Hol
Former Faculty Director
Faculty of Medicine
University of Oslo
"I know Margrethe through the fact that she has delivered final candidate assessments to me several times. She is service-minded, good at follow-up and her work has always been carried out professionally."
Gry Skjønhaug
HR Director,
Norgesbuss
"We have received very good assistance from Margrethe in connection with various HR-related projects, including conflict resolution in teams and individual coaching. Margrethe is thorough and good at communicating with and challenging different managers and employees. She is skilled in using tests for working life and has always delivered good quality in her work to us."
Lasse Lund
HR Director
Department of Energy Engineering (IFE)
"Margrethe was my course leader when I was certified in a personality indicator. She has a wealth of knowledge about different personality models and how they can be used for personal development and the development of working communities. In addition, she has the ability to make people feel comfortable around her so that courses, seminars and conversations with Margrethe have always been a positive and educational experience."
Knut Mørken
Professor,
Universitetet i Oslo
“I forbindelse med videreutvikling av vårt leder team i avdelingen har vi brukt Margrethe for både individuell coaching og teamworkshops basert på LIFO. Margrethe er god til å sette seg inn i problemstillinger, lese andre og gir god veiledning samt oppfølging. Hun er en behagelig person og anbefales om en ønsker å utvikle seg selv og team en jobber i".
Helen Bjerke Olafsen
Head of Trade & Operation,
United European Car Carrier
Do you give up too easily, or do you have steely will? Grit-test was developed by psychology professor Angela Duckworth, who has used it as a measurement tool to predict who will achieve success. Grit is the ability to maintain interest and work capacity towards long-term goals.
The entire article about the super quality of grit: Frøya (20) has dyslexia - got an average of 5.88
Duckworth has used the grit scale to see who completes studies or perseveres in a tough sales job. In a study conducted at the West Point military academy, it turned out that those who scored low on the grit scale were also those who dropped out.
Research has, among other things, pointed out for many years that if you are going to look at a personality factor when you recruit both managers and other employees, then they should score high on conscientiousness. Furthermore, in recent years, a new term for "Grit", Vi Grit, analytical abilities, the well-known meta-studies of , conscientiousness/orderliness/conscientiousness, open to learning has become known. But even if computers today are super good at artificial intelligence, can analyze data faster than we humans can only dream of, it still lacks an important component; namely the uniqueness of human intelligence. The fact that we have the ability to add ..... the fact that we know that any correlation the computer finds is not a causal connection. Sometimes it's just coincidence (also called spurious correlation).
Anine-Catharina Mauroy Charlsen
Anine works in HiPOTENTIAL as an associate senior consultant
Anine helps, among other things, HiPotential in its work as a negotiator for A&D of Hogan's Assessment Systems.
Experience
Anine's expertise is recruitment and Executive Search from A to Z. She is very skilled at all and parts of this type of project and has a very high degree of additional sales with her clients. She shows great flexibility and creativity to ensure optimal solutions for the customer. Anine also has good experience as a consultant in organizational development, career counseling and Talent Management.
Anine has experience from a number of different industries and types of businesses, both in national and international businesses. She has worked with the entire spectrum from small businesses to large corporations. As a headhunter/recruiter, she has worked with everything from C-level to trainee positions and she enjoys the variety this range provides.
Psychological instruments and scientific methods
Anine uses psychological instruments as an important part of a survey or assessment basis. She has worked with a number of different psychometric instruments and is, among other things, certified in Hogan's personality tests, as well as ability tests such as Raven's matrices and Matrigma.
Education
Anine has a master's degree in work and organizational psychology from the University of Oslo. Her master's thesis deals with human factors and how these affect safety. She has a bachelor's degree in psychology and social anthropology from NTNU, as well as business economics from BI.
Collaboration partners
In order to deliver quality on larger projects, and the possibility of flexibility towards our customers, we have entered into cooperation with several professional players in the market within Recruitment, Assessment centre, Downsizing and Career Guidance, Leadership Development, Talent Management, Management Audit and Culture/Value Processes.