Chapter 3

Meaningfulness and High Performance

Introduction

Advancement and survival of organizations in increasing business complexity demand project teams not just to perform for a short burst of time but to reach the peak and stay there.

Managing high performance starts from clarity about three things: who the team members are, what they desire, and how they intend to perform and interact with other people; induce energy through meaningfulness, training, and discipline; and focus on desired outcomes.

Internal competition within a team is a silent killer of team mindset and needs to be avoided. The importance of each team member must be realized for the alignment of personal values with that of the organization and for connecting with organizational ...

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