The observations and experiences of leadership gurus, whether academic or in the field (i.e., on the job), indicate that hiring the most talented and qualified candidates for a job or project is just half the story. Those who study performance in the workplace learned long ago that other than professional expertise, plus a basic ability to work cooperatively with others, the ingredients needed to cultivate and development a high-performance team that achieves excellent outcomes are psychological.

Decades of research has demonstrated that when workers and team members feel psychologically fulfilled, they tend to be happy and productive. Autonomy, competence and camaraderie lead the list of conditions and attributes known to give rise to the best teams, Respect (emanating from the team leader and fellow team members), trust and ____. These are the supporting pillars of team spirit that inspires cooperation, collaboration, creativity and enthusiasm for the project and realization of the full expression of goals.

Successful leaders create the conditions that beneficial relationships on the teams that they lead, using the usual resources available—communication style, showing appreciation, productive meetings, and deeper friendships, every workplace has the ability to fuel people’s basic psychological need for relatedness and lift team performance.

Leaders of high-performing teams hold productive meetings

It’s no secret that poorly run meetings contribute to are a waste of time. They are are also demoralizing, they sap enthusiasm and creativity and contribute to diminished outcomes, work ethic and worker satisfaction. Studies of workplaces indicate that the leaders of high-performing teams run good meetings. Smart leaders avoid the inadequate planning associated with poorly run meetings by incorporating practices shown to make meetings worthwhile.

Those leaders/ meeting conveners take the time to develop the the right agenda. Further, they invite only those who should to the meeting who should attend—-team members plus key stakeholders, as needed. Next, the team leader/ meeting convener will ask for reports to be sent out with the meeting agenda aand expect meeting attendees to read the reports and contribute information or ask questions. Finally, the team leader/meeting convener will open the proceedings with a round-robin progress check-in that invites team members to give a concise update on their work that creates the benefit of keepsing fellow team members apprised of the big picture of the team’s progress.

By ensuring that time together is both efficient and collaborative, leaders of high-performing teams don’t just make better use of their meetings, they also set the stage for more positive interactions, contributing to shared information, cooperation, group problem-solving where necessary and good relationships.

Leaders of high-performing teams pick up the phone

While telephone calls are, unfortunately, much less common in the workplace in general, that’s not the case with leaders of high-performing teams. Research has found that the best leaders communicate more frequently in general, and they are significantly more likely to communicate with colleagues using the telephone than their less successful peers (10.1 vs. 6.1 calls per day on average).

While studies have found that most people expect that telephone calls will be somehow awkward or uncomfortable, that’s a misperception. Not only are phone calls no more awkward in practice, they also tend to strengthen relationships and prevent misunderstanding, contributing to more fruitful interactions among teammates.

Leaders of high-performing teams show appreciation

A key reason the need for relatedness contributes to better performance at work is that it makes us feel valued, appreciated, and respected by those whose opinions we prize. It’s why recognition is often a more powerful motivating force than monetary incentives.

Within our study, members of high-performing teams reported receiving more frequent appreciation at work — both from their colleagues (72% more) as well their managers (79% more). Critically, they also reported expressing appreciation to their colleagues more frequently (44% more), suggesting that within the best teams, appreciation doesn’t flow from the top down. It’s a cultural norm that’s observable in peer-to-peer interactions.

Leaders of high-performing teams support authenticity

Members of high-performing teams are significantly more likely to express their thoughts, ideas and values with their fellow team members. In emails to the team, they use exclamation points and add a personal touch to messages by including emojis. They’re also more likely to compliment, joke with, and socialize outside of the office with their teammates.

Incidentally, members of high- performing teams also complain, when they feel the need and they’ll get sarcastic, too. They feel free to be themselves, while holding fast to respect and professional behavior.

By incorporating simple, evidence-based practices that yield better communication, more productive meetings and deeper friendships, Freelancer/ team leaders have the ability to fuel people’s basic psychological need for cooperation and camaraderie and support the achievement of excellent team performance.

Thanks for reading and Happy Thanksgiving,

Kim

Image: Mountain climbing on the Arctic Team challenge adventure race in East Greenland