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High Performance Team Index’s purpose is to help team members identify collective strengths and gaps, and then engage the team in a productive dialogue about improving business performance. Once changes are made based on the dialogue, the tool can be used to stay on course. Also see, an insightful Mckinsey’s read on eternal need for building high performance teams
Senior Leadership testimonial on pain points & post deployment of High Performance Team Index
We have a team of strong, independent leaders and we needed them to be as high performing in a group as they were on their own – The HPT tool took the more subjective, emotional elements impacting team effectiveness – and consequently, business performance – and consolidated those areas for improvement into an objective, data-based format everyone could utilize. What was implicitly playing out below the surface was openly put on the table in a fair but explicit way. This helped team members engage in transparent communication and embrace personal ownership for the team’s performance “
As a result of taking The Brew’s High Performance Team Index (click for all about High Performance teams), the Leadership group shifted from a disjointed group of functional leaders to a high performance team, collectively staying focused on a common set of business outcomes & objectives.
The Pain Points
The organization is one of the high growth retail organization. It has missed its financial targets over the prior two years and was facing another miss unless significant changes were made.
Senior executives had different opinions about customers, competitors, and sales channels; there was little consensus on key goals; roles and responsibilities were unclear; executives complained about ineffective meetings; and finger pointing was routine.
The Brew’s Approach
A team diagnosis was completed with The Brew’s High Performance Team Index. Post deployment of HPT Index, these were the outcomes:
- gained alignment on the situation facing the organization
- identified the vital few goals that need to be accomplished to achieve budget
- restructured its decision making, accountabilities & ownership paradigm
- clarified roles and decision-making responsibilities of team members
- significantly reduced the number of meetings and established a new operating rhythm
- and built quarterly action plans
A follow-up administration of the High Performance Team Index showed dramatic improvement in team trust & effectiveness, culminating to improved team functioning, and being able to successfully achieve its year-end financial goals.