Common approaches to building team performance

Of course this is extracted from Wisdom of Teams. Its here for my recollection. All credits goes to the authors of the book.

1. Establish urgency and direction. The more urgent and meaningful the rationale, the more likely it is that a real team will emerge.
2. Select members based on skills and skill potential, not personalities. Three categories of skills are relevant: 1) technical and function, 2) problem-solving, and 3) interpersonal. The key issue for potential teams is striking the needed skill levels versus developing the skill levels after the team gets started.
3. Pay particular attention to first meetings and actions. First impressions are very important. Leaders communicate their seriousness largely by how much time they devoted to the team. First meetings is the best moment to communicate key themes and directions.
4. Set some clear rules of behaviour. Rules test a group's credibility. The rules must be enforced. Teh most critical early rultes pertain to attendance, ("no interruptions to take phone calls"), discussion ("no sacred cows"), confidentiality ("the only things to leave thsi room are what we agree will leave thsi room"), analytic approach (" facts are friendly"), end-product orientation ("everyone gets assignments and does them"), constructive confrontation ("no figner pointing"), and contributions ("everyone does real work").
5. Set and seize upon a few immediate performance-oriented tasks and goals. Whether quantitiatively or qualitatively assessable, the performanace goals must include a clear "stretch" component. Significantly, the events generated by such stretch goals do not have to be successes. Teu wise team recognizes the value of performance-oriented events and takes advantage of them regardless of how they turn out.
6. Challenge the group regularly with fresh facts and information. New information causes a potential team to redefine and enrich its understanding of the performance challenge, thereby helping the team shape a common purpose, set clearer goals, and improvie on its common approach.
7. Spend lots of time together. Creative insights as well as personal bonding require impromptu and casual interactions just as much as analyzing spreadsheets, interviewing customers, competitors, or fellow employees, and constantly debating issues.
8. Exploit the power of positive feedback, recognition, and reward. Even the strongest egos respond to positive feedback - when it is real.

Most potential teams can become real teams, but not without taking risks involving conflict, trust , interdependence, and hard work.