If everyone is moving forward together, then success takes care of itself. Henry Ford
High performance teams are often described as "well-oiled machines," but we think they're better seen as individuals held together by the "glue" of interlocking Success Chains at the personal and team level. When the team and teammates are all moving in concert, collective and individual satisfaction is most attainable. The Balancing Act (TBA) process helps teams grow by turning individual differences into strengths and by finding and leveraging shared purpose.
The first step in the team TBA process is assessing the state of the Success Chain for both teammates individually, as well as the team collectively. Not only does The Team Balance Profile point out the strengths and weaknesses of the team itself and individual team members, but it also reveals potential synergies and difficulties between teammates and the team as a whole. Once brought into focus, these opportunities for growth become the means of attaining a new level of performance and success.
A key element of the TBA process is driving change the brings balance to the Success Chain elements. A Success Chain is ineffective when the energy and attention given to each element is not effectively distributed. As with any individual, team members may over- or under-attend to particular elements in their own personal Success Chains. At the same time, the team as a unit may be unbalanced in the team's Success Chain. The TBA process exposes, then addresses, these imbalances and initiates changes that will quickly fix any weak links in the chain.
Alignment of elements within and across the team is also critical for success. Team members working at cross-purposes with each other or with the team as a whole are not likely to be personally satisfied, nor is the team's performance likely to satisfy anyone in the group. But even when there is common purpose among team members, the team may still not be effective if opportunities for alignment are not deliberately exploited. High performance teams are not necessarily those whose team members have natural ideal "fit," but more likely are those teams that make the most of the "fit" they do have.
Managing change at the team level can be extremely challenging. Typically, outside approaches to pushing values, vision or a mission onto a team do not work--and for good reason. Through the TBA process, all change efforts originate within the team itself, making it more possible to implement sustainable, incremental improvements in both individual and team work processes, decision making, power-sharing, interactions, and delivery of products.
A particularly important aspect of change is measuring the success achieved by the changes the team has brought about. When such measurements fall short of expectations, valuable knowledge is gained that can be used to refine future processes. On the other hand, satisfactory measures of success confirm the effectiveness of the changes the team has initiated, and serve to inspire future growth. In all cases, the pragmatic TBA process depends on continuous feedback to refine and sustain productive change.