Management of High Performance Teams

Building Cohesive and Committed Teams

No educational leader, no matter how charismatic, can transform a school alone.

The success of any pedagogical project depends on the ability to build a critical mass of committed collaborators.

The management of high-performance teams implies moving from a group of "teachers sharing a hallway" to a truly cohesive team that shares vision and values.

To achieve this, it is essential to know how to communicate the project in an inspiring way, so that teachers not only comply with their schedule, but also feel that they are a vital part of a transcendent mission.

This construction requires identifying and empowering individual talents within the teaching staff.

The manager-coach looks at his or her staff not only to eva luate their performance, but to uncover their hidden strengths: who is the best communicator, who has organizational skills, who connects best with difficult students, who is the most effective communicator, and who is the most effective in communicating with difficult students. By assigning roles based on these strengths and delegating real responsibility, a sense of ownership is fostered.

A team where each member feels that his or her contribution is unique and valued is a team capable of innovating and sustaining the effort necessary for educational improvement.

Identification of faculty profiles and resistance management

In any process of change or institutional management, the leader will encounter a statistical distribution of attitudes, similar to a "Gaussian bell".

There will be a small percentage of enthusiastic innovators ("motivators") who will drive the change, a large silent majority who will wait to see what happens, and a sector of active or passive resistance ("vegetators") who will try to stop any progress.

The leader's intelligence lies in knowing how to identify and manage these profiles without falling into sterile conflict.

Resistance often hides fears: fear of technological incompetence, fear of losing status or simply the inertia of the comfort zone.

Instead of directly confronting resistant profiles, the coaching strategy suggests focusing on empowering the majority and enthusiasts so that the culture of the center changes by positive contagion.

In addition, common excuses such as "lack of time" should be addressed through better organization and prioritization, demonstrati