More and more, forward-thinking organisations are exchanging traditional hierarchies for networks of empowered teams. These teams are more agile, connected by tech and may only be brought together for short amounts of time. In this podcast, we discuss the importance of measuring high performance in teams and what we need to do to develop them accordingly. 

  

KEY TAKEAWAYS 

• There are now fusion teams that are brought together for a specific activity. 
• You are not just part of a set team you are teaming with others. 
• Our environments are highly complex so it’s important that our definitions of high performing teams continue to evolve. 
• When a measure becomes a target, it is no longer a measure. 

• A measure will always help the team to learn more and work out where look for it. 
• In real situations, the dynamics are continually changing. 
• We need to understand what we want to affect,  the current state of play and what the priorities are for the people within the team. 
• When you are in a complex environment you cannot ask the question ‘what’ or ‘how’ you can only ask  - who can I speak to? 
• Currently, you have to learn the tool first and then use it with the team. 

• The team has to be able to self-service the data and deal with its environment and the individuals. 
• To start you can identify the number of teams you have and what types of teams you have within your organisation then look at the environment. 
• If you are at a point where you are moving teams you can look at a different way of evaluation, one that empowers people. 
• Find out what you need your teams to be able to do and the environment they need to do it in. What environments need to be created so that teams can be effective. 
• Start from a place of knowing not a place of assumption. 

• What teams are currently using as tools are far too slow we have the technology, the people, the knowledge and the science its now about creating the tool that  works in real-time helps us learn on the go  providing the information that indicates progress is in the right direction. People are then in a position to make decisions and performance  becomes a by-product because the team are energised 
• If people are coming in happy and leaving happy it’s an indicator of positive team energy. 

  

BEST MOMENTS 

‘The answer are everywhere else but in your own industry’ 

‘It’s making the world your classroom’ 

‘As a team lead, I wanted help to be able to practically support my teams’ 

  

VALUABLE RESOURCES 

The Learning & Development Podcast 

   

ABOUT THE GUEST 

Imran Rehman Bio 

  

Imran Rehman is an organisation and performance specialist, with an expertise in measuring and developing high performance. 

Based in Vienna, Imran is a leadership coach as well as co-founder of Kokoro, an intuitive app to measure emotions in teams, in real-time. 

  

CONTACT METHOD 

You can follow and connect with Imran via: 

Twitter: @ImsRehman 

LinkedIn: https://www.linkedin.com/in/imranrehman/ 

Website: https://bekokoro.com/ 

  

ABOUT THE HOST 

David James 

David has been a People Development professional for more than 20 years, most notably as Director of Talent, Learning & OD for The Walt Disney Company across Europe, the Middle East & Africa. 

As well as being the Chief Learning Strategist at Looop, David is a prominent writer and speaker on topics around modern and digital L&D as well as an active member of the CIPD L&D Advisory Board. 

  

CONTACT METHOD 

Twitter:  https://twitter.com/davidinlearning?lang=en 

LinkedIn: https://www.linkedin.com/in/davidjameslinkedin/ 

Website: https://www.looop.co/