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Team Performance Management: Guidelines and Resources

Much of the content of this topic came from this book: Consulting and Organization Development - Book Cover

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Strongly Suggested Previous Reading

Performance Management: Traditional and Progressive Approaches

Sections of This Topic Include

What is Team Performance Management?
Guidelines for Implementation and Evaluation
Three Phases of Team/Group Performance Management

Suggested Additional Readings


(Although the term "performance" is conventionally used in literature about management, some people might have an averse reaction to that term. For them, they might use the term "effectiveness" instead.)

Many of us have worked in groups where all of the members were focused on the same goals -- they were teams. If a team was in the workplace, then it probably had a supervisor. The supervisor might not have been a team member, but was responsible to be sure the team was doing a good job in achieving its goals (it was showing strong performance).

Ideally, the goals were clear to all of us because they were written down (but that is not always the case). We worked toward the goals, always monitoring how well we were doing in achieving them.

We sometimes changed what we were doing in order to achieve the goals in an even more effective and efficient manner. Usually that cycle of activities recurred until the goals were achieved and perhaps the team no longer was needed. The cycle that were doing is called team performance management. We will define it a bit more clearer in the next section.

A team is essentially an organization -- it is a system. It has a recurring set of activities, all aimed toward a common purpose (mission) and goals. A department or business unit in an organization could be thought of as a team. So most of the practices of organizational performance management apply to team performance management, as well.

Just like an overall organization, when a team gets started (that is, when it is in its first life cycle), it often does not have strong, internal practices about effectively and efficiently achieving goals (about achieving strong performance).

As the team continues to evolve, it becomes even more important to have more effective internal systems. Otherwise, the members experience increasing frustrations about not getting things done and confusion about who is doing what and by when. So they focus on making their performance management practices even stronger.

Note that team performance management usually refers to the cycle of activities to enhance the performance of a team that has had at least several meetings. The activities to first develop the team are often referred to as team building. The activities to manage each meeting are about meeting management. The activities to guide and support the members' activities during a meeting are referred to as facilitation.

What is Team Performance Management?

We are used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, and then rewarding the employee's performance or guiding the employee to improve performance. That performance management process is similar to that used in teams and organizations, as well.

Team performance management involves the recurring activities to establish team goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. From a systems perspective, the overall goal of team performance management is to ensure that the team and all of its members are working together in an optimum fashion to achieve the results desired by the supervisor of the team.

Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. So team performance management should be a standard, ongoing management practice. The process is somewhat aligned with a well-done strategic planning process and the implementation of that strategic plan.

General Guidelines for Implementing and Evaluating the Process

There are some standard guidelines that can ensure the success of any implementation of any performance management process. Be sure to read and follow those guidelines, especially if this is your first implementation of a comprehensive process. The guidelines also can be useful if you are trying to improve a process that you have already implemented.
Performance Management for any Application: Guidelines for Implementation and Evaluation

Three Phases of Team Performance Management

The three phases are highly integrated and include:
Team Performance Planning Phase
Team Performance Appraisal Phase
Team Development/Improvement Planning Phase

Next, see
Team Performance Planning Phase

Suggested Additional Readings

Numerous Resources About Groups

How to Work With Groups

Broad Background

Organizational Structures and Design
Organizational Change
Organizational Evaluations

Other Performance Management Applications

Employee Performance Management
Organizational Performance Management
Performance Management for any Application

Other Articles

Team Performance Management
Why Team Performance Management is Important
Team Performance Management (Wikipedia)
What About Teams?
How to Build a High Performance Team

Learn More in the Library's Blogs Related to Organizational Performance

In addition to the articles on this current page, also see the following blogs that have posts related to organizations. Scan down the blog's page to see various posts. Also see the section "Recent Blog Posts" in the sidebar of the blog or click on "next" near the bottom of a post in the blog. The blog also links to numerous free related resources.

Library's Human Resources Blog
Library's Leadership Blog
Library's Project Management Blog
Library's Supervision Blog
Library's Team Blog

For the Category of Organizational Development:

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