One thing we now know for certain is that London 2012 was a success - despite the pre-event reports of doom, gloom and disaster. In four years' time we'll know whether the Rio 2016 Games has had the same impact on the world.

In the corporate world we talk a lot about training and developing teams and how team leaders can get the best from their group. The majority of team leaders believe in the traditional characteristics that suggest high performance: happy employees with a shared purpose. This is only half the picture: what really counts is how the team and its work is valued.

Crucial to sustained success is the opinion of key stakeholders, customers and investors. Without satisfying them, how successful can any team be? Look back at London 2012 and the teams and individuals we will remember are those that delivered value - whether that was medals, opening ceremonies or the volunteers' famed welcome to London.

There are some key questions that high value teams in the corporate world are using to constantly evaluate their performance and spark intelligent conversations that lead to delivering high value. These questions split into two parts: internal and external.

Let's look at the external first, and relate these questions specifically to the Rio 2016 committee team.

The value and performance of the Rio 2016 Olympic committee is completely dependent on the level at which it satisfies key stakeholders. In London 2012 the key stakeholders included sponsors, visitors and the people of Great Britain. What is the Rio committee doing to find out exactly what is required to satisfy those stakeholders? Teams can get so bogged down in day-to-day delivering that they forget to think about what they should be delivering and miss the point completely.

Top tip: Develop an understanding of what the parties that matter want, and focus on delivering that. If you don't really know or haven't ever asked - do it now…

The construction work that will go on over the next four years in Rio is bound to cause huge levels of disruption and uncertainty (if you live in London you'll know this all too well). Key stakeholders will be far more understanding of this disruption if they feel connected to the action. High value teams don't isolate themselves from the external environment; they work with it to drive success. Just think about the torch relay and all the volunteers in London 2012. Involvement is key.

Top tip: Engage the stakeholders all the way along the journey - keep them involved. Waiting until delivery time is dangerous - they'll worry that nothing's happening - and they don't like nasty surprises.

The next four years will be littered with deadlines for the Rio 2016 Olympic committee. New teams have no reputation so it's a matter of building trust and faith. The central question is what do we do to make people believe in us and trust us to deliver? Most people would have no doubt about employing Seb Coe to do the same again or Team GB Cycling to win more medals. If key stakeholders lose faith in the Rio 2016 committee because deadlines are constantly missed, the team's value will deteriorate rapidly.

Top tip: Ask yourself honestly what your reputation is like for delivering on promises. Make it your job to publish successes and quickly deal with things which are damaging your image - remember Seb Coe and the empty Olympic seats…

These fundamental questions help any team focus on what exactly the external environment requires - and thus become high value.

Part 2 of this article covering the internal side will be published next week, including a link to download the whitepaper 'High Performing Teams: Six Vital Questions to Ensure Team Success'.