Numbers Don’t Lie

Linking team effectiveness metrics to business objectives can be tricky. One seems so subjective and the other so objective.  One is art while the other is science. One is quality and the other is quantity.

Art and science come together when it comes to measuring teams.  On a scale of one-to-five, how deeply have you invested in your team’s norms?  On the same scale, to what degree are teammates accountable to the goals of the initiative?  On a continuum from comfort to risk, how willing is your team to try something new?  How would you grade your team’s ability to adapt with maturity under pressure?

When team effectiveness metrics rise, so do business deliverables.  For-profit companies put more activity in the pipeline.  Decisions are made more quickly and with more accuracy. Client lists grow. Sports teams win more games and adjust to loss with more poise. Community organizations retain their employees and enjoy stronger philanthropy from their supporters.

The Team Clock Institute benchmarks team effectiveness data so team health can be mapped to business health. Simple correlation studies validate the common sense parallels. The enhanced deliverables are but natural byproducts of effective teaming.

Numbers don’t lie.

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