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How can we build high performance teams (HPTs) in cyber security and support their successful development through exceptional leadership?

09.08.2024
icon-reading-time-white15 min

Written by Nicole Kosel, freelancer at cyberunity AG, in collaboration with Johannes Schumm, VP Research & Development, Sensirion AG and Peter Kosel, Founder of cyberunity

 

Building high performance teams (HPTs) in cyber security requires more than just bringing together talent. It demands an environment that enables continuous improvement and fosters outstanding performance. As such, leadership plays a central role in creating the necessary conditions for teams to work autonomously and achieve excellence. In the following article we delve into the characteristics and strategic placement of HPTs within organisations and highlight the paramount importance of leadership in facilitating and empowering them.

 

 

Just imagine if you could form a team like this…

 

Exceptional leadership and team spirit played a crucial role in the “Miracle on Ice” at the 1980 Winter Olympics. Coach Herb Brooks turned a group of underdogs into a championship-winning hockey team through intensive preparation, powerful team dynamics and clever game strategy. He placed a strong emphasis on team spirit and mutual support between players and reinforced this with an intensive training program and an aggressive style of play. Brooks fostered a “nothing to lose” mentality that helped his team play without fear of failure, thereby realising its full potential, first winning against the Soviet favourites and eventually being securing the gold medal following a victory in the final against Finland – a prime example of how exceptional leadership and strong team spirit can turn average individuals into a triumphant high-performance team. The same principles can also be applied to teams in the field of cyber security.

 

Characteristics of high-permformance teams

 

High-performance teams are characterised by a combination of a proactive, visionary approach and strong internal motivation. They are self-managed while being supported by exceptional leadership that provides a clear vision and strategic goals to optimise their autonomy.

 

HPTs are minimally dependant on direct external leadership, which allows them to effectively manage their performance dynamics and adapt to organisational needs. Such teams take on not only their specific roles, but also engage themselves with other critical tasks within their organization, striving for continuous improvement. One Swiss company that is already benefiting from several HPTs is Sensirion. The extraordinarily successful high-tech company, headquartered in Stäfa in the canton of Zurich, emerged as a spin-off from ETH Zurich and specialises in the development and manufacture of state-of-the-art sensor solutions. In order to meet the high market demand, e.g. in the medical technology and automotive sectors, and to withstand the intense competition in the semiconductor industry, Sensirion focuses on maintaining the highest standards in terms of quality, time to market, and security. In the following interview with Peter Kosel, Johannes Schumm, VP Research & Development, illustrates some examples of how outstanding performance is realised and, above all, led at Sensirion.

 

 

Peter: What is your understanding of high performance teams?

 

Johannes: The term “high performance teams” doesn’t feature explicitly in our day-to-day language. Instead, we focus more on the principles and practices that characterise such teams. It comes down to having teams that are not only outstanding in their respective disciplines, but that are also capable of working autonomously and with agility.

 

Peter: When are high-performance teams necessary and when are they not?

 

Johannes: Our aim is to establish these types of teams wherever they can give us a clear advantage over our competitors, especially in areas that directly affect customer value. This means that we aim to have high performance teams in all critical business areas.

 

Peter: Which key metrics are relevant in your opinion when it comes to assessing whether a team is in fact an HPT? Earlier we talked about the number of interactions that teams have with leadership and the organisation as well as their degree of self-management. Do any other key figures come to mind?

 

Johannes: Yes, in addition to the key figures mentioned above, a team’s contribution to the company as a whole is also crucial. That is, how much the team is able to reach beyond its own boundaries to support other departments or projects. Ingenuity and the ability to develop and implement new solutions are further important indicators. Additionally, the satisfaction of team members and their personal development is also something we look at, given that motivated and satisfied employees perform better and that companies can only grow if their employees are continuously developing.

 

Peter: What is your stance on the topic of ‘high performance’ in relation to cyber security?

 

Johannes: Cyber security is not just an IT issue for us, but a company-wide responsibility. From the IT standpoint, we promote cooperation and the exchange of information across the company in order to ensure a high level of security.

 

Peter: How does Sensirion ensure that the issue of cyber security is communicated throughout the organisation and that everyone knows what to do in the event of an incident?

 

Johannes: We assign very high priority to this issue. We pursue a clear strategy to gradually increase our resilience. Our focus here is not just on technical measures – for example, we’ve set up a cross-functional crisis team with the aim of ensuring optimum preparedness in the event of an incident.

 

Peter: Do you see cyber security making a direct contribution to the success of your business? Cue: Cyber security as a competitive advantage?

 

Johannes: Customers do audit us in terms of cyber security, but I see the biggest advantage in terms of our resilience in the event of an attack. If we survive such an attack and our competitors do not, then we have a competitive advantage. In such a situation, we can not only maintain our business processes, but also strengthen our customers’ trust in us.

 

Peter: Do you foresee cyber security becoming even more of a competitive advantage in the future? For example, through security by design in sensor and cloud solutions – the idea being that your customers would only buy your sensors and solutions if you were able to ensure certain security standards, both as a company (e.g. ISO 27001 and TISAX) and directly in the products.

 

Johannes: Cyber security will certainly become more and more important over time. The example of TISAX shows that we are already only allowed to supply certain customers if we fulfil these standards. That’s why we are keeping a close eye on developments and are ready to further improve our security measures should the market demand it.

 

Peter: Do you have any other thoughts on the subject or experiences with Sensirion or other companies with whom you discuss cyber security?

 

Johannes: I seek out and value dialogue with other companies highly. But it doesn’t just take place at C-level. Our cyber security experts are regularly engaging with other companies, which is extremely valuable in terms of learning from one another.

 

Optimising organisational design for HPTs: adapting structure to ability

 

The way in which an organisation is structured is decisive in terms of whether or not the conditions for the successful development and efficient operation of an HPT are in place. A structure that takes into account the particular strengths and capabilities of teams enables the realisation of their full potential. In this context, it is important to consider whether the existing organisational design fits the requirements of an HPT at all. Traditional, highly hierarchical corporate structures, as are often found in large, well-established companies can limit the dynamism and flexibility of HPTs on account of their bureaucracy and decision-making processes.

 

Spotify, for example, has introduced “squads”, an organisational design based on autonomous teams that can react quickly and flexibly to changes. These “squads” are structured cross-functionally, aiming to operate like start-ups and facilitating rapid growth. Such structures enable rapid decision-making and foster innovation by reducing the constraints of traditional hierarchies.

 

Would a similar setup be possible in a traditional corporation like ABB, for example, and what adjustments would be necessary by way of transforming its structure and culture? Such considerations are essential for determining whether or not (and how) traditional companies can effectively integrate and utilise HPTs.

 

Building high-performance teams: key factors for success

 

Apart from the brilliance of individual members, building an HPT depends primarily on how team members work together and how their abilities complement each other. This involves bringing together a balanced mix of skills and personalities and fostering a culture that embraces inclusive recruitment processes. When it comes to interviews, it is vital that they be conducted in the spirit of mutual respect and equal footing – fostering and demonstrating an environment that is appropriate for and conducive to HPTs from day one. Such an approach allows a candidate’s fit and potential to be uncovered through constructive dialogue, rather than one-sided interrogation. Respectful engagement in the interview process reflects the values and culture of the organisation and catalyses the formation of teams that are willing to grow and conquer challenges together.

 

In the example of “The Miracle on Ice”, we saw that an all-star team does not necessarily guarantee success. Of far greater importance are common direction, outstanding mutual coordination, and the ability to understand and embrace change. The focus should be on attracting and cultivating individuals who not only fulfil technical needs, but who also contribute to improved team-dynamics and morale.

 

Ideal team size and environment

 

As far as the optimal size of an HPT is concerned, the Amazon pizza rule serves as a useful guideline – small enough to feed with two pizzas (American size), i.e. around five to seven people. This number stimulates autonomy, accountability, efficiency and innovation, in part because small teams are more agile and take less time to make decisions.

 

 

Leadership

 

Successful leadership in HPTs goes beyond traditional management roles. It involves providing a psychologically safe atmosphere. This means supporting flexible working dynamics and understanding team members’ individual needs, thereby promoting transparency and trust. Involving teams in pertinent decisions and maintaining transparency across processes is a decisive factor. As evidenced by Google’s Project ‘Aristotle’, a strong error culture and psychological safety, with leaders acting as role models and mediators promoting non-violent communication is also key.

 

Psychological safety within a team means ensuring that there is no threat of negative consequences for expressing opinions, ideas or concerns. Google’s ” Project Aristotle” has shown that teams that enjoy high levels psychological safety are more effective and innovative. In such environments, team members feel encouraged to take risks and be creative without having to worry about making mistakes or facing negative criticism. This security is therefore fundamental when it comes to the innovative strength and problem-solving ability of HPTs.

 

 

To ensure psychological safety, managers must establish a culture of open dialogue and acceptance, treat mistakes as learning opportunities and provide constructive feedback. Regular team meetings and open discussion rounds ensure that all voices are heard.

 

Non-violent communication, a concept developed by Marshall Rosenberg, is also important for a healthy team dynamic. Centring on empathy and respectful interaction, it comprises four stages: Observation, Feeling, Need and Request. This helps to reduce misunderstandings and resolve conflicts constructively. For example: ‘If our meetings often run late (observation), it makes me feel stressed (feeling) because I can’t complete my tasks on time (need). Can we work on keeping to the planned schedule? (request)’.

 

Overall, psychological safety and non-violent communication help high-performance teams work together effectively and harmoniously. Managers play a key role in this by exemplifying these principles and anchoring them in the team.

 

Measuring success in high-performance teams

 

Standard KPIs like MTTD, MTTR, Complaince Rate, Cost of Cyber Incidents etc. will of course continue to play a role. However, the following “soft” indicators are also relevant when it comes to measuring actual high performance:

 

  • Degree of leadership required and ability of the team to operate independently: Number of interactions with leadership (in the form of clarification meetings, emails, video conferences)

 

  • Contribution of the team to organisational learning and knowledge transfer: Number of interactions with the organisation (e.g. in the context of training sessions or info meetings)

 

  • Problem-solving skills of the team

 

  • Team satisfaction and engagement

 

  • Degree of psychological safety within the team (measure through surveys):

 

    • Sense of security in taking risks

 

    • Freedom to express ideas

 

    • Willingness to show vulnerability within the team

 

The effort involved in measuring qualitative KPIs is worthwhile, as they help to provide a more comprehensive understanding of team performance and enable targeted measures for improvement, which ultimately increase the effectiveness and satisfaction of teams, thereby benefiting the organisation as a whole.

 

Keeping high-performance teams grounded

 

 

Being part of an HPT can sometimes go to ones head and can lead to sense of superiority towards other employees or the organisation in general.

 

To effectively manage HPTs while keeping them grounded, it is essential that transparency is promoted throughout the organisation. Managers should ensure open communication and access to information by organising regular meetings (such as all-hands meetings), shared platforms, and documented protocols. Clear goals and expectations as well as transparent decision-making processes are essential for building trust and understanding within teams. In addition, team members should be involved in decision-making processes and an open feedback culture should be established in order to strengthen a sense of belonging and responsibility. This inspires trust, which serves as a lubricant in the emotional machinery of the company and thus ensures the success of HPTs and the organisation as a whole. Managers should act as role models and as part of the team rather than conferring rights on themselves that they are not granted to their teams. This includes seemingly trivial but impactful gestures, such as using the same equipment as their teams and avoiding hierarchical privileges like having their own office or an exclusive parking space in front of the building. It is also important to interconnect different teams so as to promote collective growth and enable the sharing of success stories that inspire other teams to strive for shared victories.

 

Transforming average teams into high-performance teams

 

The transition from an average to a high-performance team requires a strategic approach to talent management combined with organisational support. It involves reassessing and realigning team goals with organisational goals, fostering a culture of trust and open communication, and providing the tools and resources that teams need to reach the next level. Leadership needs to act as a catalyst and encourage teams to take initiative and drive their own development.

 

Evaluating and strengthening key components like common goals, trust, and open communication are essential. Creating an environment that encourages innovation and risk-taking is also key. Conducting team-interviews and atmosphere-reviews along with organising offsite workshops to engage all members and ensure that everyone is aligned with both mission and vision is recommended. It is important to understand that change is a process that must be approached with patience and foresight. Successful transformations can’t be forced – instead, they require time and perseverance. Embedding a catalyst for change that aligns with the organisation’s vision in teams can be helpful in this respect. Similarly, inviting team members to play an active role in shaping change by facilitating the transformation process and ensuring the proper conditions for an HPT to thrive (like establishing trust and open communication) is decisive.

 

Conclusion

 

 

In today’s rapidly changing business landscape, the ability to develop and manage high performing teams is becoming increasingly critical to the success of organisations. Careful selection and allocation of talent is critical to the performance of HPTs. Management faces the task of identifying the right individuals with the necessary skills and pulling them together into teams that can build synergies.

 

HPTs thrive in an environment that fosters continuous learning and personal development. Regular feedback, training, and opportunities to explore new ideas or approaches are crucial to maintaining and improving performance. Achieving these conditions is, in large part, a matter of implementing a culture of psychological safety. Ultimately, it is up to leadership to create an environment in which employees feel free to share ideas, take risks and learn from their (and each other’s) mistakes.

 

High-performance teams are not necessarily expedient in every context. Therefore, it is advisable to analyse the requirements of one’s market carefully. Doing so helps avoid the unnecessary deployment of HPTs in areas where their skills and ideas far exceed the actual needs of the market in question. Otherwise, one quickly runs the risk of overengineering unnecessarily complex and resource-intensive solutions to comparatively simple problems.

 

In a digitalised world, cyber security can be a decisive competitive advantage. A business-orientated cyber resilience model and enterprise security risk management, driven by HPTs, can make all the difference in the event of an attack, thereby ensuring a company’s long-term success. In this context, the ability to react quickly to new threats, develop innovative solutions, and work together closely is imperative.

 

Whether one speaks of “High-Performance-Teams”, “Next-Level-Teams” or just well-functioning teams, the terminology is secondary. What is important is that organisations recognise and understand the value of HPTs, that they invest the right resources and attention into their development and management, and that they maintain their competitive edge in today’s everchanging economic landscape.

 

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