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It is difficult to find people who feel part of a team in their work or occupation. It is interesting that bosses, managers or "leaders" speak of their people as "their team" but in most cases "their people" do not feel part of a team. They usually feel simply as employees.

On the other hand, organizations that have managed to make their people feel part of a team achieve the best results using the least amount of resources. That is, they are efficient and high performance organizations.

Do you want to succeed in your business or organization? You need to form high performance teams.

Then I leave you 4 Principles to create high performance teams . To listen to the podcast, click on “Play” on the button below. If you want to read instead of listening to the podcast you can continue reading below.

Leaders who have been able to form real teams have inevitably developed 4 principles in an exemplary manner. Some intuitively and others consciously, but you will always get these 4 aspects in all high performance equipment *.

A high performance team is a group that is made up of people who have perfect clarity on WHAT, WHY, HOW and who have a strong predisposition to execution.

Principle # 1 : Includes only people with a strong predisposition to execution and position them correctly.
The goal of a team is to achieve a goal. That is, act towards something. If you want to give results you need people who are predisposed to action.
There are people who are what I call "thinkers." These individuals think, philosophize, plan, evaluate, etc. There is another group of people who are "Actuators." They are always driven to act, undertake a task, achieve a goal.
The truth is that we all have some "thinker" and some "actuator." The important thing is that you only include in your team people who have a tendency to act rather than think.
(In a team there can be people who work as consultants or mentors ... there we can include the "thinkers")
Never forget that it is much easier to educate an "actuator" than to activate a "thinker"
The other point included in principle # 1 is that you need to position people correctly. You have to know the person, his strengths, his passion, his weaknesses and his ambitions to position him in the place that gives the best results.
One of the most common mistakes is to give greater responsibility to an individual who is not ready for it. This frustrates the individual and leads to failure. We need to give people time to mature so they can continue to succeed at the next level.
If there is something that I want you to remember about this article, it is the following: include only people in your team who are willing to act.

Principle # 2 : Perfect clarity in WHAT:
The team needs to have absolute clarity on WHAT the organization in which it belongs does.
One of the most common situations I have faced is when I ask different members of the same team “what” your organization does, I receive different responses.
High performance teams are very clear about the "what" they do to win.
In high performance sports organizations it is easy to see this concept, but in other types of organizations it is a bit more complicated. Therefore, it is important to define with your team “what” it does to win and communicate it until tired.

Principle # 3 : Perfect Clarity in the WHY
High performance teams also have perfect clarity in the WHY. What is the team's mission? What would stop happening if the equipment did not exist?
In nonprofit organizations it is usually easy to determine the “why”: Give the needy a drink and eat, discover the cure of some disease, eradicate a problem in the world, social justice, etc. However, for profit organizations it is a bit more complicated.
Many times we need to go to the founders to look for the "why" they decided to create the company or organization. What need did they see that they decided to meet?
Discovering the "why" is a great source of motivation and gives the organization a purpose.

Principle # 4 : Perfect clarity in the HOW:
High performance teams have perfect clarity on "how" to do things and execute them as expected again and again.
High performance sports teams practice the plays over and over again until they can run without thinking. The military, police and firefighters have procedures that are repeated until exhaustion and executed perfectly again and again. Emergency rooms in hospitals act the same way.
When you are part of a team you need to be sure that the other members will act as expected. In the same way, they expect you to act in a certain way. Therefore, high performance teams document all key processes and ensure that members execute them perfectly.
An important point is that every team, after documenting the procedures, needs to constantly evaluate them to ensure they are up to date (due to constant changes in technology, culture, goals, etc.)
Do you want to succeed? You need to make sure you build a high performance team. I hope these 4 principles help you develop it.
Now, I just showed you 4 principles to develop high performance teams, but I am sure there are more principles and I know that you have experienced success with some other principle that I did not name in this article. Could you share it with me in the comments area?

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