Given the strides that have been made in the psychology that underpins employee engagement, it is concerning that underperformance is one of the things organizations are still grappling with. Theoretically speaking, it should be something of the past. And the presence of high-performance teams should be ubiquitous. What and where is the hold-up? Could there be blind spots that obscure the view of causal issues underlying underperformance or poor performance? Is this a simple matter? And if so, why has it not been resolved over the years? Join me in a round table discussion as we explore some of the root causes that could be culprits behind this phenomenon.
Leadership style and career development
- What role does a leadership team play in enabling high performance by team members?
- Where does this role start and where does it end?
- What responsibility do individual team members have within a team to contribute to high performance?
What is the recipe that makes some team members more successful in their performance than others?
Which personal traits, if any, set some team member apart from others?
How can these traits be harnessed and replicated to build and sustain high performance teams?
Environmental or organizational factors
What role, if any, does an environment play in encouraging and/or discouraging high performance within individual team members?
What skills are required by individuals within teams to overcome barriers against underperformance?