When this occurs it is critical for management to recognize that achievement of the teams objectives is more dependent on the team's enthusiasm for its own solution than the quality of the solution. High Performance teams are asked to accomplish objectives within timeframes that are truly stretch objectives. Management must give the team the maximum latitude possible for achieving objectives that, at the outset, seem nearly impossible. The relationship between the team and sponsoring management should be mutually supportive. The team delivers what management needs in the way of results.
Management delivers what the team needs in terms of resources, political support, and recognition.
When a High Performance Team meets with top management to report on its activities, the entire team should attend and should, so far as possible, have as many team members as possible involved in the presentation. Team members should be encouraged to speak up during presentations in order to demonstrate co-equality and solidarity with the team. This is very important, as it is quite natural for managers to seek to identify individual team leaders. Once a manager gets the idea that one or two individuals are driving a team, the manager will direct future questions and comments about the team to those individuals. As a result, the other team members will pick up on this phenomenon and may withdraw participation, withdraw support, or defer to the de facto team leaders.