High
Performance Team
Elements of High-Performance team
are results that exceed expectations, adjusting performance to the shifting
needs of situation, turning setbacks into good fortune. Become highly skilled
in coordinating activities, mutual concern for each other’s personal growth
fueled by interpersonal commitments, and carry out ones’ duty with shared
passion Denning. (2011,
P.156). In my present organization, I have not work in any high
performance team, looking at my division as a team. We do not exhibit a high
performance but what Denning called ‘competent team’ is what we are; only get
the job done, generally without hostility or alienation. Yet the sense of
excitement that might have brought them to the job in the first place isn’t
there. Being on the team is just a job Denning (2011, P.157). But I have
experience high performance team in my previous organization where engineering department
was tasked with building project for the company office different from our paid
job.
Our passion for the project was as a result of
the urgent need and our job that was at stake. It was my first professional
supervised project, I remembered when the money for erecting the electric pole
and connection to the power supply was released, It was on Friday and on Monday
morning my Chairman asked me when we are going to working? Because he was not
expecting it so soon he did not even noticed any changes. I pointed to him to
switch on the light. He was amazed. Every staff in the room started clapping.
That is exceeding the result expectations as Danning put it. We all work on the
project in accordance with the urgent need of the company. Over time, even the
entire company sees those of us on the project as a family. We had a mutual
understanding as if we’ve not been working in the same place to have discovered
each other earlier.
Where people don’t share the same
values, a work group may be the most effective modality of working together in
the short run Denning (2011, P. 159). What influenced our team shared values
was that, our superior has advised the stakeholders to build their own office
instead of renting, but they still found it economically wise then to rent,
until we were given a quit notice which will adversely affect our business. Therefore,
the urgent need arose. We all new our job was at stake and that successful
completion of the project is a plus on our profile. We all gave assistance to
helping each other, because failure of one is failure of all. On the team of
six men one lady; the civil engineer had about 20 years working experience, two
process engineers, one had ten years working experience and the second one was
new graduate. Three mechanical engineers of different specialization, they were
all new graduate and me the only electrical engineer with two years of working
experience in oil and gas fertilities. It was a challenge for all of us, as we
are proud of ourselves. Though none of us had building experience, all
experience has been in Oil and Gas engineering designs.
Our pattern of working together on
the project was because of its urgent need, and the survivability the company
depends on it.
It was necessary for us as well to
protect our job, because if company loose client, contracts will be withdrawn
and we will loose our job.
Initially there was a conflict
between the two senior engineers of who was superior? The company made the
process engineer with ten years of experience because the civil engineer
already left the company before the project, he was invited with a professional
role. This was resolved amidst them later, because the stakeholders were easily
approachable by the process engineer and has a better managerial skill said by
the civil engineer. This justified what Denning (2011, P164) only insiders can
understand the intricate web of interpersonal relationships at the heart of a
high- performance team or community – who the real players are and what
relationships they have to the community issues Denning (2011, P.164).
My positive experience was that we
all learn different things from each other. Parts of what I learnt then were
useful to me today because my present job is purely mechanical. One negative
experience I had was that, the team leader wanted to micro – managed me because
of my limited working experience but I hesitated and do things my own way, when
everything came out successfully we all laugh together. His comment still makes
me keep the video of my sent off from the company.
To influence the outcome; I would
encourage face to face meeting, as in development meeting, before, during and
after the project. Our passion was to save our company and our job. We started
on no prior information not even house plan, it was just command … you go there, you do this and you man that.
That was all and after some time, we began to figure ourselves out. We never
had a development writing report but physical report of erected building shows
our progress and eventually our success.
Reference:
Denning,
S. (2011). The Leader’s Guide to Storytelling.
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