Trust and relationships are equally as important as task and operations; trust being the foundation of any high performing team.

Knowing yourself, and knowing your peers is crucial in trying to have a high functioning team. However, when teams are first formed, all you know is you. You perceive others by their actions and judge yourself by your motives and intent. Others on the other hand perceive you by your actions and judge themselves by their motives and intent. This is why your interpersonal skill of emotional intelligence is so critical in a social/team setting.


When a team first assembles, the first thing that must be established is TRUST. Without trust, high performing results are out of the question. Each member in a team must recognize and trust that every member is working toward the same goal, and that their intent is good even when it is perceived differently by yourself and others. Typically during this stage, the goals and purpose for the team are unclear, members are cautious and depend highly on one leader.


After a team establishes some trust and the goals become clear, tension will arise and the team will begin to storm. Struggles begin to erupt over miscommunication, control, direction and counterproductive approaches. Introverts may be seen as not contributing or disconnected as they stray away from conflict and work independently, while the extroverts may be trying to lead the group while being seen as overbearing and dominating. Conflict is the result of these clashing personalities when decisions don’t come easy. However, CONFLICT must happen for a group to move and work toward results.


As the storm begins to calm and conflict is resolved, there is usually agreement that is made and roles and responsibilities of each member are accepted. The overall outcome of the team’s goal is defined and there is comprehension and respect among each member in the group. With comprehension comes progression and COMMITMENT, and when the team is committed they can establish ACCOUNTABILITY. Accountability becomes the bridge of discipline that moves the team toward results.


When the team is working collectively, there progression turn into production. The same team that was once clashing with diverse backgrounds, experience and personality is now a high performing and high functioning team. Each member takes full responsibility for assigned tasks and responsibilities. The team overall takes initiative and easily facilitates itself through new conflict and tension that arises. This is the climax of a high performing and high functioning team that is known as RESULTS.

If a united crew of a few can influence an entire culture, imagine what an agency who are “ALL IN” could do for both the profession and the community.

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