How to build high-performance teams (without risking burnout)

Welcome to our fortnightly update of all the latest articles on leadership and high-performance teams.

As I’m sure you know from experience, building a high-performing team can be tough. The articles I’ve included this week focus on the practical creation and management of these teams. We look at research that highlights the importance of balanced contributions, emotional intelligence and diversity.

Let me know what you think by replying to this email. I’ll address any interesting thoughts or comments in next week’s newsletter.

Kind regards,
Gillian

Why some teams are smarter than others
This interesting study found that some teams consistently performed better than others. The smartest teams were distinguished by three characteristics – equal contribution, emotional intelligence and teams with more women. (The New York Times)

How do you build a high-performance organisation?
Creating a high-performance organisation starts by coming up with your own definition of what you want to achieve. This article argues that high-performance organisations do four things exceedingly well. (Great Leaders Serve)

How to spot future leaders
All too often, employees are rated on their job competency rather than their leadership potential. Here are some clues that you should focus on to recognise employees with the best leadership potential. (Fast Company)

A better way to measure employee success
Older performance management methods need to be modernised to motivate today’s staff. The best approach is a program that builds on your organisation’s long-term vision. (Inc.)

Long hours lead to lower productivity
Recent research finds that excessive working hours are unproductive and unhealthy, and even have negative effects on your bottom line. Employee output falls sharply after 50 hours a week, becoming basically non-existent after 55 hours. (Human Resource Executive Online)

Australian managers, this is your 360-performance review
This article presents new data that suggests that there’s a large gap between Australian management’s potential and what’s being achieved right now. (Cognology)


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