Shifting effective teams to high performance
You may already have a team that works well together and delivers results. The challenge now is to take them from good to great. High performing teams don’t just meet expectations, they consistently exceed them, showing deep trust, shared accountability, and sustained energy for results. Moving from effective to high performing requires leaders to both protect what is working and intentionally stretch the team into new ways of collaborating and delivering.
Creating clarity with the DAC Framework
The DAC framework, developed by the Center for Creative Leadership, is a simple diagnostic tool for helping good teams go further. It highlights three conditions that must be present for high performance:
- Direction – clear, shared goals and clarity of purpose.
- Alignment – coordinated roles, plans, and resources.
- Commitment – motivation and willingness to contribute.
Why it’s useful: Teams that are already effective can still plateau. DAC helps leaders see where fine-tuning is needed. Whether its sharpening clarity (direction), improving coordination (alignment), or re-energising (commitment).
When to use it: During planning cycles, strategy refreshes, or when a team is solid but feels like it could achieve more.
Learn more
To learn more about the DAC framework, check out the below links.
Reflect
- How clear and compelling is our direction, is it stretching us, or just keeping us busy?
- Where are we most aligned, and where do we still work at cross-purposes?
- What signals show that commitment is high or starting to fade?
Sharpening team performance with GRPI/GRIP
High performing teams are marked by a common purpose, strong trust, and mutual accountability. But leaders often need a way to translate these broad qualities into something practical they can act on with their teams. The GRPI/GRIP model provides that structure, breaking performance down into four elements leaders can diagnose and strengthen.
The GRPI/GRIP model breaks team effectiveness into four elements:
- Goals – Are our goals clear, agreed, and meaningful? Do they stretch us beyond 'good enough'?
- Roles – Do we know who is responsible for what? Are accountabilities balanced and understood?
- Processes – Are our systems, ways of working, and decision-making effective and efficient?
- Interpersonal relationships – Do we trust each other, communicate openly, and resolve tensions constructively?
Why it’s useful: For teams already achieving, GRPI is a way to fine-tune. It helps leaders pinpoint where a good team can sharpen performance — whether by clarifying goals, simplifying processes, or investing in trust.
When to use it: In retrospectives, team reviews, or when the team feels steady but ready to push higher.
Download the team improvement mapping using GRPI activity to analyse where your team is strong in their performance and where improvements can be made.
Learn more
To learn more about the GRPI model, check out the below link.
Reflect
- Which element of GRPI/GRIP is strongest in our team right now?
- Where are the gaps that hold us at “good” rather than “great”?
- What practical step could we take this month to strengthen one of these dimensions?
Leader self-reflection matters
As teams shift from effective to high performing, leaders need to evolve too. Moving from good to great is not just about the team. It’s also about how the leader grows. This requires:
- Letting go of control and empowering others to lead.
- Seeking feedback from the team on your impact.
- Balancing results with relationships, ensuring wellbeing as well as delivery.
Reflect
- What behaviours do I need to shift to enable my team’s growth?
- Where might my habits be keeping the team at “good” rather than “great”?
- How am I role-modelling the mindset of continuous improvement?
Challenges to watch for
Shifting to high performance can stall if leaders fall into common traps:
- Overcomplicating improvement – introducing too many models at once.
- Leadership intervention: focus on one framework as a shared language.
- Focusing only on tasks – improving processes without addressing trust or relationships.
- Leadership intervention: balance technical fixes with relational investment.
- Assuming performance is static – believing a high performing team will stay that way without effort.
- Leadership intervention: treat performance as dynamic, requiring ongoing attention and renewal.
Pause and reflect on improving performance
High performance is not a one-time achievement. It is the result of deliberate leadership, ongoing reflection, and targeted improvement. By clarifying direction, supporting team development, and strengthening the conditions for collaboration, you can help your team shift from good to great.