Think back to when you were part of a group working towards accomplishing something important. Each of you was running on all cylinders, and you were seamlessly working together in a zone of megaproductivity where time stood still and distractions were nothing but a distant hum.

What distinguishes these groups — known as high-performance teams — from “average” work groups?

According to Jon R. Katzenbach and Douglas K. Smith, the two people who coined the term, high-performing teams (HPTs for short) are teams that “are highly focused on their goals and that achieve superior business results.” Tom Rath and Barry Conchie of the Gallup organization describe behaviors that distinguish these teams from “average” teams. Conflicts cause HPTs to become stronger because of their “laser-like focus on results.” HPT members prioritize what’s important, then move forward. Members of HPTs “are as committed to their personal lives as they are to their work.” And HPTs attract talented people of diverse backgrounds.

Katzenbach and Smith add another critical characteristic. HPT members have “complementary skills” — more commonly known as strengths — that allow necessary tasks to be done efficiently and often effortlessly.

Now consider the following statistics that the Gallup Group has compiled:

* People who regularly use their strengths are eight times more likely to be engaged at work.

* Organizations who use a strength-based approach to manage staff experience 8.9 percent higher profitability.

* Thirty-two percent of those of us living in the United States regularly use our strengths while at work.

Thirty-two percent? Hard to believe? Yet perhaps not too surprising, given the hypercompetitive and graceless culture in which we live.

So what can be done to increase this dismal figure?

Each of us can learn more about our strengths through noting what we do best, receiving feedback from people we trust, and/or completing an assessment that has been specifically designed to support us in identifying our talents. Check out the tool at

https://www.gallupstrengthscenter.com/Purchase/en-US/Product

Leaders can encourage those they lead to develop their strengths instead of focusing on their limitations. And managers can put together teams in such a way so that members can play to their strengths most of the time.

In conclusion, consider that dismal statistic again:

* Thirty-two percent of those of us living in the United States regularly use our strengths while at work.

Imagine what would happen if 50 percent — or even 65 percent — of us regularly used our strengths on the job? The benefits are clear, so what’s holding us back?