Sunder had taken over as a CEO of a manufacturing company. He was brought in because of the failure of the previous CEO, and the company was in a mess. Sunder had to put all his experience about building & leading high performing team and organization into practice but had no clue where to begin.

In my experience while working with leaders and teams, I suggest following areas leaders should pay more attention.

Begin with breaking groups working in silos, and build a cohesive team with complementary skills, interconnected, and goal-oriented. High performing team needs interdependence, collaboration, and, most importantly, continuous conversation to bring in cohesion. So, a leader must focus on behaviour fostering cooperation, cohesion and bonding.

Collaboration is not possible without addressing conflicts. Creating psychological safety for everyone to speak, disagree, and address issues will help the team deal with conflict rather than break communication and get into silos. Sharing and asking for feedback and acting on it will strengthen the collaboration and connections.

Leading high performing team necessitates leaders to reward good performers and address or weed out unacceptable performances. Rewarding as per performance and not equal rewards for all is essential to recognize and respect true talent.

Seamless communication flow in all direction: vertical & horizontal, from the topmost to the lowest rung, within a function and across the function will help everyone connect better to strengthen belonging. Leaders must foster direct, open and mature communication rather than cultivating gossips.

In this journey to build and lead a high potential team, leaders can capture various contribution stories that must be celebrated, cherished, and shared with existing and future employees.

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