Q: What do you feel are key ingredients to high performing teams and organisations?
This question was posed earlier this week in the engaging blog of Kate Laws, a director in Logica/CGI's Business Consulting practice. She suggested collaboration was critical and identified five drivers of it.
To me, the most significant ingredient is inspiration.
Why do I pick inspiration? I want to (a.) feel that the work I am doing is meaningful and (b.) believe that I am part of something larger than myself. There are obviously many factors, but for me, at least at this point in my career, this stands out.
I think that the key driver in creating an inspirational work atmosphere for each individual is his or her superiors. This is a cascading relationship. For example, my project manager is a primary driver of my inspiration; his or her inspiration is driven by his or her managers, and so forth. I think this runs all the way up to the CEO or head of an organisation. Any weak link in the chain risks creating an uninspired environment, and each strong link will likely have a powerful effect on those under that person.
To borrow from Kate, what ingredients do you feel are key to high performing groups?
To close, I leave you with some external inspiration from the author of The Art of Non-Conformity, Chris Guillebeau. I try to read this each day I get out of bed! (No, I don’t, but I would probably benefit if I did...) 34 Things I’ve Learned About Life and Adventure
This question was posed earlier this week in the engaging blog of Kate Laws, a director in Logica/CGI's Business Consulting practice. She suggested collaboration was critical and identified five drivers of it.
To me, the most significant ingredient is inspiration.
- One of Kate’s five drivers was the related idea of motivation. It is possible (and important) to debate what is the cause and what is the effect. For example, does collaboration drive motivation, or is it the other way around?
Why do I pick inspiration? I want to (a.) feel that the work I am doing is meaningful and (b.) believe that I am part of something larger than myself. There are obviously many factors, but for me, at least at this point in my career, this stands out.
I think that the key driver in creating an inspirational work atmosphere for each individual is his or her superiors. This is a cascading relationship. For example, my project manager is a primary driver of my inspiration; his or her inspiration is driven by his or her managers, and so forth. I think this runs all the way up to the CEO or head of an organisation. Any weak link in the chain risks creating an uninspired environment, and each strong link will likely have a powerful effect on those under that person.
To borrow from Kate, what ingredients do you feel are key to high performing groups?
To close, I leave you with some external inspiration from the author of The Art of Non-Conformity, Chris Guillebeau. I try to read this each day I get out of bed! (No, I don’t, but I would probably benefit if I did...) 34 Things I’ve Learned About Life and Adventure
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