Is Your Organization Benefitting from High-Performance Teams? Probably Not

David G's Blog Team_BuildingWhat do a boat captain, airline pilot, chef, teacher, and wait staff all have in common?  They all rely on their teams to ensure that their equipment is safe and properly maintained, and that they have competent and knowledgeable people around them to enable them to execute flawlessly and efficiently.

The majority of work in any organization is conducted in some type of team environment. Individuals cannot be productive by operating independently. They must be able to communicate, persuade and rely on each other in order to successfully achieve both minor and major initiatives that drive business results.

Brandon Hall Group has just released Performance and Teams: A Team Maturity Model, which provides an overview of the stages that organizations go through and the level of maturity for embracing, developing and deploying key strategies and processes for developing teams. The research included data from close to 800 respondents containing an analysis covering the strategies and leading and key practices for people, process, systems and outcomes.

The model has identified five stages of maturity that organizations go through as they successfully implement their team development initiatives, breaks down each stage – Unpredictable, Enlightened, Focused, Structured and Optimized – and make recommendations for improving team development and moving to the next stage.

Our analysis of the survey responses indicates that organizations have a long way to go to take advantage of the potential power of teams to improve business results. Just .2% or organizations – that’s just two-tenths of 1% — are in the Optimal Stage of team performance. And only 14.2% are in the second most mature stage, Structured.

Why is this important? Organizations that have mature teams, defined team development plans and budget reported positive revenues, improved KPIs, and improved engagement metrics.

On the flip side, Brandon Hall Group’s research shows that the impact of a dysfunctional team can negatively affect organizational productivity and quality by more than 76%. The survey also showed that 62% of high-performing organizations and almost 80% of low-performing organizations are not investing enough time and budget on team development programs.

Take a look at the highlights of our research. If you are a Brandon Hall Group member, you can see the entire study, the Team Performance Maturity Model and the High-Performance Team Framework in our Member Center. Or contact me for more information at [email protected].

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Mike Cooke



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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.