Up until now there have been very few effective high performance team models.  Why? The reason is because the substance and make up of a high performance team is always somewhat or significantly different and unique. The essence of a high performance team is impacted by the people in the team, the leadership of team, the work that the team is doing, how long the team has been together and the system(s) the team finds themselves in or that the team creates. 

Balance If any one of these area's change, the team dynamics change.  Adding or taking away just one person from a team can affect team dynamics.

There are several paradoxes of high performance teams, seemingly opposite performance principles. For example the paradox of the freedom to make mistakes versus the requirement for high performance standards, the paradox of seeking out innovation and change, yet maintaining systems and consistency.
Successful teams seem to balance these paradoxes out to achieve peak performance.  This assessment explores over 10 paradoxes in the business and sports world – as the assessment can be used for both sports and business teams. The core principle behind this tool is to use each team members own unique individual insights to harness the collective intelligence and wisdom of the team with a core focus: performance.  What is happening in the team today and what should happen tomorrow? 

This allows the team to align itself, have powerful conversations, and move towards what it knows is best for itself.  Due to the nature of using continuum's to ask questions, the plan to implement change will reveal how many steps are required by comparing the median and outliers of the team's current state and desired state.
Cohesion This assessment can be used as a strategic planning input, for a team review or project initiation, or even a team merger – the possibilities are endless. The iTeam is just as useful when team members change, work context shifts, the maturity of the team develops and the systems within and without the team change, as you will always be moving towards team alignment and what the team believes to be best for itself.

Due to the anonymous nature of the collated data, it means that team members with extreme views can be heard and have their ideas debated – we would typically appoint random members of the team to debate the outliers points of view to raise awareness of the topic and move towards a team norm or middle ground.




Example of how the iTeam works:


Where do you think your team is currently?

You know that you will be backed if you try something out of the norm and it doesn't come off. You are encouraged to try new things.
Freedom to make mistakes
High performance standards
There is a high performance culture and mistakes are not tolerated. You have one chance to do things and they need to be done right.

Each question in iTeam is about a core Team high performance principle, with the principle being shown as a continuum.  Each side of the continuum is described in general terms, and the extreme of each side is also defined (the extreme is not defined in this example).   The user is asked to move his/her slider to where in the continuum they perceive the team to be today.  There are no numerical scales, just the descriptors on either side.  This encourages the user to make a judgement call, and then once that has happened, the user is asked to describe why (that function is also not added here) they chose that particular mark on the continuum. 

This process is repeated for the desired state, the place where the user would like to see the team going and why he/she believes that is needed. The team's current state and desired state distribution (including the team averages) are collated in a report; this includes their reasoning for Why they think things are the way they are and Why they believe things should be different.

Where do you think your team should be?

You know that you will be backed if you try something out of the norm and it doesn't come off. You are encouraged to try new things.
Freedom to make mistakes
High performance standards
There is a high performance culture and mistakes are not tolerated. You have one chance to do things and they need to be done right.


As the iTeam is completed individually and there is no obvious "right" answer what is recorded and collated is the individual perceptions of your team, and their instinctual thinking and feeling of how things should be for your team to improve its performance.

These carefully researched and identified paradoxes are fundamental to high performance in almost every context.  By harnessing the wisdom of the team, you automatically create buy-in and a rich resource for insight and powerful conversations.