I think that part of the problem is companies/executives/manager who think that teams need to 'do' that in order to become high-performing rather than, as you stated, it's an indicator.
There needs to be a suitable environment, skills/training, support framework and everything else around to enable the team to become high-performance over time, that when starts showing that indicator.
Correlation not Causation.
All too often these are mixed by those who read the books that offer 'Acceleration' and think that enforcing these processes will somehow make the team fit.
There needs to be a suitable environment, skills/training, support framework and everything else around to enable the team to become high-performance over time, that when starts showing that indicator.
Correlation not Causation.
All too often these are mixed by those who read the books that offer 'Acceleration' and think that enforcing these processes will somehow make the team fit.