Hello, it's good to see you again. I hope you're enjoying the course and finding it useful. This week we're talking about ways to create sustainable team performance and learning. And I would like for us to delve straight into the discussion of team performance. I often approach managers and ask them, do you have a well performing team? How would you begin to answer that question? Think about it for a minute. The most typical response I get is that I get all sorts of data documenting the performance of the team on the variety of objective performance matrix. Sales statistics, cost reduction statistics, percentage of projects completed on time and on budget. And the performance of your team on those dimensions is clearly very important. But is it sufficient to define a well performing team? What else should we consider? Let me share with you some data that comes from our own research done at Michigan. We categorized performance of teams in terms of their performance on objective performance and subjective performance. So the vertical dimension here describes the performance of the team on objective performance metrics, such as your sales statistics. The horizontal axis describes team's subjective or perceived performance, how teammates feel they did as a team on a particular task. Were they effective or ineffective? The percentage number in each cell is the percentage of teams that are described by a particular combination of objective and subjective performance. You can quickly see that these two dimensions are far from being perfectly correlated. In fact, there are only about 60% of the teams that are described by consistent levels of subjective and objective performance. If I use your objective performance to predict how teammates feel about their performance and their team, I can at best explain about 20% of the variation. So looking at this two by two, what teams would you worry about? Now we would of course worry about the low, low teams. The teams that are low on objective performance and low on subjective performance. Those are the teams that are underperforming. They need help, they're struggling, and they know it. At least they're consistent. I would also worry about teams that are high on subjective performance, but low on objective performance. Those are the teams that probably need a reality check. They feel like they're doing spectacularly well in their performance until they get that sales report or the customer satisfaction scores. And we would also worry about those teams that are high on objective performance, but low on subjective and perceived performance. Now those are the teams that did really well on objective performance metrics, sales statistics, cost reduction statistics. But don't feel good about their performance. One of the reasons for this is that the teammates are not entirely satisfied with their experience of being in a group. We all know teams that have done really well objectively, but you know that if given the choice, the teammates would not wanna work together again. And that condition, that situation, becomes problematic, because it becomes very difficult to sustain high levels of performance over time in that team. So when evaluating team performance, I recommend we ask at least three central questions. First of all, how did the team do on objective performance metrics? And this is where most team leaders start. But the problem is that this is often where they finish their line of questioning. That's not sufficient. It's also important to ask are your teammates satisfied with group interaction. Effective teams contribute to personal individual levels of satisfaction of their teammates and to the overall wellbeing of the team. Would your teammates wanna work together again? And it's important to understand that high levels of satisfaction in your team have tangible economic implications. Without high levels of satisfaction, it's very difficult to sustain high levels of performance over time. If your teammates were to get a competing offer, everything else held equal, would they wanna stay and be a part of your team? We all know teams or teammates might wanna take a pay cut just to get the heck out of that team. Again, it becomes very difficult to sustain high levels of performance in those teams. Face to face meetings and surveys are some of the most useful tools to collect information about teammate satisfaction. And the third question is, is our team learning as we go along? Most effective teams not only provide their teammates with a sense of personal accomplishment. But also provide them with critical developmental opportunities. That enable them to improve their own knowledge and their skill set, but also contribute to the overall knowledge of the entire team. So they key questions to consider here are is our team getting better? Next time, our team is gonna face a similar task. Is it gonna be more effective, more efficient? Am I seeing my teammates learn and develop in a way that would enhance team performance in the future? Do I see them help others on my team grow? Recall that in course two, we discussed 360s, some of the most effective tools to collect feedback from your peers, your managers, and your subordinates. These feedback tools are incredibly useful for assessing learning and development, so consider using them for that purpose.