"More than a group of people working together to accomplish a common task is known as High-Performance teamwork. Vision and motives that inspires their performance has been shared among them. They are responsible for their work, do away with their problems, make decisions and entirely dedicate them in the organization. To achieve High-Performance for a team, they have to be allowed the time to set their purpose, functioning norms, characteristics and expected performance results.

High-Performance teams have been referred as self-managing, multi-functional groups of people who are organized throughout an entire process and empowered with complete responsibility for their success. To attain High-Performance teamwork, particular elements have to be present. Within the teamwork model, three major factors must be understood by team members. These include the charter, design, and relationship.

• • The CHARTER is the definition of why the team is in existence and offers clarity for team members. It targets on the customers, purpose, team goals and team vision.
• • The DESIGN is the architecture of the systems and structure of the team. It centers on the core work processes, roles and responsibilities, procedures and norms, and systems.
• • The RELATIONSHIP is the field in which team members have to know how to associate to each other. In this factor, the target is on trust and respect, communications, cohesion, and synergy.

In High-Performance teams, these areas are not independent. They all have effect on each other and the results expected of the team. However, there is a series that must drive their enhancement. The charter must be clear before a team can be formed and a team ought to be designed well to decrease relationship issues. Once the team's charter, design, and relationship are set up and agreed upon, the team will show the following characteristics:

• • A shared mission
• • Autonomy and authority
• • Interdependence and shared leadership
• • widely defined jobs
• • Meaningful participation in decisions
• • Higher performance In a teamwork surrounding, the group is allowed to turn out as self-governing with facilitative guidance.

This could happen because it is organized around core processes and workforce possess multiple skills, are observed by principles and view each other as partners. They also demonstrate an environment of shared leadership and can make decisions. High-Performance leaders make teamwork by assisting them to get to know their charter, their design, and their relationship.

Empowering leaders have a vision and the potential to enhance and share it with the whole team. They are driven by a robust motivation and zeal for this shared vision. In addition, such leaders can set up high levels of rapport and trust among team members. They avert managing and coercing team members. Instead, they inspire and induce a high level of enthusiasm from team members toward meeting the agreed-upon goals. However, to get to this point, leaders and team members must work through particular processes. The processes that go into building teamwork include:

• • Understanding how teams work
• • Learning effective meeting management skills
• • Delegating
• • Clarifying team members' role and responsibilities.
• • A system for measuring performance, setting goals and tracking progress

When a team has successfully moved from high ability to high performance, three results are visible.

They can:

• • Raise their goals to meet new business demands
• • Successfully identify and eliminate the most threatening problems and obstacles
• • Effectively develop and implement action plans to reach established goals

Author Name: Robert S Grossman"