Team work

Team – the word conjures up images of a cohesive unit of people intent on working towards the same set of targets and goals doesn’t it. But how true is this in most organisations today, and what can we do to make sure that “teams” we are working in, are actually working together?

Essentially there are two types of teams, Independent and Interdependent teams. An interdependent team comprises a group of people who cannot complete their part of the assigned task without the assistance of the entire team. A good example of this kind of team is a sports team. One person may score an individual goal, but it is the team who “wins.

An independent team of people, on the other hand comprises individual success, which impacts on the team’s success. For example, consider a team of sales reps, each individual has a target that they must reach. Together the monthly sales figures determine the state of the organisation as a whole.

But what happens if you decide to step into the role of team leader? Are you ready for that kind of challenge?

It can be bad enough starting a new position with a new organisation without having to take on a leadership role at the same time. Whilst we can be nervous, we can be confident in our abilities and walk into a new organisation, meet people for the first time and know that we have the skills and demeanour to help this team of people move onwards. It shows in the way that you smile, speak, shake hands and ask the right kinds of questions.

An arrogant leader on the other hand, tells “this is how it’s going to be”. Rest assured I am not suggesting for a minute that anyone reading this is arrogant, but I am sure you can tell me about people who walk in and decide to change everything overnight. It happens, it’s also true that teams can become fractured very quickly as a result of this kind of action.

So if you ever find yourself in a position of authority, here are a few things to consider:
· Create the right atmosphere. Teams cannot work in a vacuum, nor can they work in an atmosphere of dictatorship and fear of failure.  Ask the right questions, but then – listen to the answers that you receive, and be prepared to change your stance.
· You cannot force anyone to change, you can only change your own behaviour.
· Have vision.  Be clear about what it is you are hoping to achieve, and convey this to the team at all times.  If the priorities change it is vital that you tell the entire team, not just a select few.
· Establish common ground.  Your team should be pulling in the same direction.  Whilst team members will have different ideas and opinions it is important that everyone knows where the other people are “coming from”.
· Have the correct operational framework. Make sure that the methods of communication fit the team and the work being done.
· Take the time to create the team.  Good teams don’t happen overnight. Trust has to be established and relationships formed before the team can move forward as a unit.
· Be open to change and differing opinions. After all, who is to say that the way something has always been done is the correct way of doing something. Be willing to say I was wrong.
· Talk vs Action: Make sure that you don’t spend all your time talking. You will still need to get the work done. If you do your job properly you will know the best people to take the project/work forward. But make sure this responsibility is shared otherwise some people will resent and begin to undermine your efforts and others will assume the “dictatorship” approach. 
· Allow job movement and sharing of tasks.  This allows everyone a chance to grow and to develop.  It also means that people can join or leave the group without causing too many stresses or strains on the rest of the team.
· For a team to be effective, certain rules and conditions should be in place first. When teams fail, staff turnover is likely to be high, morale will plummet and those who are left will feel they are being asked to do more with less…again.

Stepping into an existing team:

As with the leadership role as we discussed above, stepping into an existing team anywhere on the corporate ladder can be a difficult period for you. It is important to remember that like a leadership role, you too will be expected to be confident in the skills and abilities that you have, otherwise why would an organisation have hired you in the first place. The first few days on the job will see you utilise those interpersonal skills you say you have in a very real and immediate way.

Establish your credentials, but don’t boast about the clients you have worked for in the past. Nor should you haughtily insist their way was better. Acknowledge that every organisation is different, yes the systems and processes may look similar, but the team dynamics can be the major factor of difference. Every organisation will do something differently, so adaptation is essential.

With many thoughts on building a successful team.
----------------------------------------------------------------------------------------------------------------------

If you'd like to reproduce any of the material contained on this newsletter, please feel free to do so.I only ask that you ensure  the material is attributed to me, and you provide a link to my website, http://www.motivateme.info

We would like to thank you in advance for forwarding this issue onto family, friends and any other interested readers.  Please note all back issues of this newsletter are available from - http://www.motivateme.info/ezine-archive/

All contents Copyright (c) 2007 Motivateme.info except where indicated otherwise. All rights reserved worldwide. No Spamming or List Sharing - We do not share, nor give out, our subscription list to third parties.

(MMW1)