The differences between an under performing team and a great team are obviously significant, but the differences between a good team and a great team are often less obvious. Understanding what makes a team great is just as important as understanding why teams under perform.
表现不佳的团队与伟大团队之间的区别是很明显的，但是优秀团队与伟大团队之间的区别则没那么明显了。了解一个团队伟大的原因与了解一个团队表现不佳的原因是同等重要的。
In my work, I see all kinds of teams. Some are in trouble and need immediate mitigation. Many are doing well but know that they could be doing even better. Then there are the select few who are hitting on all cylinders.
在我的工作中，我见过各种各样的团队。有的团队麻烦不断需要立即缓解。许多团队的工作表现确实不错但他们知道还可以做得更好。然后就是精挑细选的几个正常运转的团队了。
Here are the differences I see every day that differentiate great teams from good and poor teams:
以下就是我每天见证的，伟大团队比优秀团队，不佳团队的特别之处：
1. Strategy, goals, and purpose1. 策略，目标与动机
Under performing teams either don't have a strategy or don't have a group understanding of it.
表现不佳的团队要么没有策略，要么有策略，但是没有被大家理解。
Good teams may have a group understanding of the strategy but may not agree or be aligned around it. This means that everyone might not be working together all the time.
优秀的团队也许在策略上被大家所理解，但是可能不被同意或无法达成一致。这就意味着任何人可能不会总是在一起工作。
This means that everyone moves in the same direction and supports the strategy even if they don't necessarily agree with it. Great teams understand the difference between agreement and alignment.
伟大的团队既能全员理解策略，同时也达成一致。这就意味着大家的努力方向是一致的，支撑着这个策略方法即使他们不完全同意它。伟大的团队理解同意与一致的区别。
2. Right people with the right skills in the right roles2. 正确的人，正确的技能，正确的岗位
Under performing teams often don't have the right skills they need to get the job done.
表现不佳的团队常常不具备任务所需的技能。
Good teams often have the right skills but may not have them in the right places to really drive the strategy.
优秀的团队通常具备所需的技能，但不一定能用在正确的地方去真正意义上支持策略。
Great teams have the right skills but also have them deployed in a way that best supports the strategy, and team members have great clarity on how they contribute to the strategy.
伟大的团队有必备的技能，同时也会把他们分配到位，为策略做最好的支撑，并且团队成员对于自己如何为策略做贡献都有非常清晰的概念。
3. Conflict3. 矛盾的处理方式
Under performing teams either avoid conflict completely and allow it to fester under the surface, or they engage in conflict in a way that damages relationships.
表现不佳的团队要么完全逃避矛盾，让它默默地溃烂，要么用一种损害人际关系的方法去处理。
Good teams can engage in conflict when they have to but don't necessarily seek it out.
优秀的团队在不得不处理的时候会参与到矛盾之中，但不一定会寻找解决方法。
Great teams see conflict as a critical part of getting the best result and actively seek it out. They do it constructively without personalizing it and have a formal structure for it.
伟大的团队把矛盾视作获得最大效益的重要组成部分，并且积极地寻找解决方法。他们会有建设性地解决问题，不带个人色彩，并且对处理方法有一个正式框架。
4. Decision-making4. 决策
Under performing teams either are paralyzed by decision making or make them too quickly, which often leads to decisions being questioned after the fact or the derailing "hallway talk" that undermines any decision and direction.
表现不佳的团队要么难以做决策，要么仓促做决定，不管怎么做，通常都会使得决定在事后被质疑，或者偏离“走廊会议”的决定损害任何决定和方向。
Good teams make decisions but may rely on one decision making approach for all decisions, which may impact team buy-in or ownership of the decision and it's implications.
优秀的团队可能采用一个方法去做所有的决定，这样会影响团队的说服力或者决策所有权以及它所牵连的人和事。
Great teams have alignment around and know "how to decide" in a way that makes their decision-making process effective and efficient. They recognize that a one size fits all decision-making approach doesn't work. Decisions require total alignment from the group, which keeps them from unnecessarily undoing, questioning, or re-making them.
伟大的团队对于“如何做决策”有一致性和理解，使得决策过程高效有序。他们能够意识到，“用一条钥匙去开所有的门”是不可行的。做决策需要整个团队站在同一阵线，从而避免无必要的损害，质疑或重做决策。
5. Rules of the road5. 职业道路上的准则
Under performing teams have no operating principles. There aren't any agreed upon rules of engagement around process, behavior, and decision making. This results in highly inefficient and ineffective processes, and pervasive unacceptable behaviors.
表现不佳的团队没有工作原则。他们一点都不同意工作过程的关于参与，个人行为，以及决策的规则。这样会导致效率极其低下和工作无效，以及普遍的无法接受的行为。
Good teams may have an agreed upon set of operating principles about how they work together but may not spend time regularly talking about them and evaluating themselves on how they are doing living those operating principles.
优秀的团队可能同意共同工作的准则，但不一定会定期花时间讨论和评估个人的表现。
Great teams not only have a clear understanding of how they work together, the behaviors that are acceptable and unacceptable to the team, but they also make these "operating principles" front and center at their meetings on a regular basis. In other words, they don't just come up with them and leave them on a shelf somewhere. They live them and constructively call each other out when they aren't being followed.
伟大的团队不仅清晰了解与同事的相处方式，还了解哪些行为是能够被团队接受或不接受的，而且还会把这些“工作准则”的讨论定期安排到会议的重要位置。换而言之，他们不仅会构思工作准则的内容还会把它们展示到架子或某个位置。他们遵循着准则工作，并且有建设性地在人们面前重申。
6. Culture and values6. 文化与价值观
Under performing teams may not invest time in developing a set of values that they agree upon which often allows unconstructive behaviors to permeate the team.
表现不佳的团队可能不会花时间设定一套他们都同意的价值观，只会使得毫无建设性的行为渗透到团队当中。
Good teams may have a set of values that they agree are important, but those values aren't at the forefront and may degrade when times get tough.
优秀的团队具备一套他们都认为重要的价值观，但是这些价值观并不是最重要的还会在艰难的时候失去价值。
Great teams keep their values in-tact even when things go wrong or are challenging and are constantly working to ensure that they focus on the "the how" as much as "the what."
伟大的团队能够在出现问题或者面对挑战的时候坚持他们的价值观，并且能够常常保证他们的专注力在“怎么做”以及“是什么”之中。
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