PREFACE:
We cannot underemphasize the importance of team building for a leader. But we also realize that some leaders do not have the temperament or the patience for some of the team building activities that are often done during leadership training activities. Rest assured, we are not going to advocate for trust falls, high ropes courses, or touchy-felly sharing sessions. However, having a team that can handle whatever comes down the pike is essential if an organization is going to be highly productive and successful.
So how do we do this? How do we build high functioning teams when we are often not of the mindset for many of the “team-building” activities that are frequently used during leadership training? As has been the case with many of the articles in this book, we strongly believe in “reframing” the thought process when we are confronted with things that just don’t sit right with us. This is one of those situations.
In a recent conversation with a leader who was trying to figure out how to help members of the team work more like a team, we told her about looking at the team building process in her organization like building a successful basketball team. In doing this there are five critical components. First there is the selection of talent. Next there is the proper deployment of that talent; right person in the right position. Then we need to make sure that all that talent has the necessary skills and abilities to integrate into “our” way of doing things (this we refer to as training and cultural alignment). Fourth is the creation of feedback loops within our operating system. Continuous improvement requires that we know the standards and expectations and then we must receive ongoing feedback as to how we are doing with each of those skills. Finally, each member of the team must be emancipated not empowered. They must be given the freedom to carry out their functions in an air of freedom that is squarely rooted in an accountability system that is fair and balanced. At the core of all of this is trust.
We have talked about trust a number of different times in this book but we can never over emphasize the need for trust. Your team members must know three things about you. First they need to know they can count on you; that what you say is what you mean. Second they need to know that they can open up to you and that you will never abuse that openness. And third they need to know that you are treating them fairly in what you do, how you do it, and in how you treat them. If your followers believe they can trust you they will be willing to be held accountable, hold one another accountable, and hold you accountable.
The accountability that fits best into highly successful teams is an accountability based on mutual trust and acceptance. There must be an agreement between all members of the team that allows each person to hold themselves and all others on the team accountable for agreements and commitments made. Performance and success depends on this teamwork. This teamwork thing is hard work but it is very rewarding work.
To better understand the importance of excellent teamwork for any leader simply think of any athletic team that is loaded with talent yet underperforms. Having a number of superstars does not guarantee success in sports. In fact, many coaches will say give me a team with good solid talent that knows how to play together and I’ll take that over a team loaded with talent any day. The reason this is so often true is the simple fact that talent does not equal skill. To acquire real skill in any endeavor requires dedication and deliberate practice. Highly talented individuals sometimes rely more on their talent than they do on the development of that talent. Furthermore, they often look to their own talent beyond what they can accomplish as part of a team.
Really successful teams have a great combination of talent and teamwork. Even the highly talented understand that there are areas where their talent is lacking. As great as Michael Jordan was as a basketball player, it wasn’t until he had a team around him that could do what he could not by himself that the Chicago Bulls finally won championships. He needed the rebounders, the other shooters, the key defenders, and power post people to complement his ability to make things happen on the court. It was the combination of players all doing what they do best that allowed them to win.
As a leader, your job is to get the team you have to work together in ways they cannot see on their own. It is your role to help them see that everyone on the team brings different talents to the table and that along with those various talents come differing views of how things should be done, how things should be communicated, and how closely we should all follow the rules. These diverse approaches to looking at the tasks at hand can tear a team apart and it is the leader’s job to help everyone understand how they fit into the greater scheme of things. And these great leaders often have their own preferences for doing things that may not align with every individual on the team. Learning how to agree to disagree about how things get done yet still support actions 100% is a critical skill for all leaders to master. Failure to do so will greatly inhibit your ability to build a cohesive and successful team.
THE ARTICLE:
TEAM BUILDING: Leaders get things done with the help of good followers. The key to effective and efficient followers stems from their ability to work together as a team. Although a leader may prefer to lead by example or by organizing and being outcomes driven, it will always be necessary for leaders to have good teams with them. The team does not have to be the most talented or skilled but if they can work together as a cohesive unit, the synergy they create can cover a multitude of sins.
Here are some easy to follow suggestions that can help you build a stronger team:
- Make sure team goals are crystal clear, well understood, and accepted by each team member.
- Make sure there is crystal clarity regarding responsibilities for functions and actions. Carefully avoid overlapping authority; if two team members have similar areas of expertise, divide the responsibilities into two distinct parts and give each person primary responsibility in one of those parts based on each individual’s skills and talents.
- Team success depends on trust levels among team members and between you, the leader, and them. You can only build trust by spending focused time with each team member and then by creating an atmosphere of honesty, integrity, and openness. Loyalty is a two way street. If you want team members to be loyal to the team, you must be loyal to them. It is also important to understand that the trust that is essential for team building is a trust that allows people to be vulnerable. This will allow people to share the real thoughts about what’s going on with a confidence that they are safe. It’s not just a trust that people can be counted on to do their share.
- When team consensus and commitment is critical, involve the whole team in the decision making process.
- Communication is a core competency for all team members. As a leader it is essential that you make certain that you do not create any situations or circumstances that actually inhibit open communication between you and the team and between members of the team. Furthermore, remember to “Put the Fish on the Table!”
- Be mindful of problems or potential problems between team members. Address them right away. Do not let sores fester. They will come back to haunt you.
- Don’t miss opportunities to empower your team members. Be sure to say thank you and show appreciation of an individual team member’s work and once you start recognizing people you can’t stop. It’s like dancing with a Grizzly Bear. He decides when you’re done, not you!
Give both positive and negative feedback. Always be open, honest, and fair. Treat team members with integrity and they will return the favor.
SUMMATION:
No matter what your approach to leadership is, your ability to get your team to work together will be the most important aspect of your leadership process. This doesn’t mean you have to go on leadership retreats and engage in trust falls and high ropes courses. But it does mean you will need to know your followers. Who are they and what do they prefer with respect to communication, feedback, praise, and rewards. How well do they work with others and what are their top three skills and most obvious shortcomings. Are they good problem solvers or good systems thinkers or do they prefer to interact with other people. How well do they take criticism and can they easily discern what their role is on the team. Do you have to be explicit in your instructions or can certain people take a vague idea and turn it into specific strategies and tactics. Are they optimists or are they more pessimistic?
There is a lot more to being a good leader than just saying here’s the task go do it. You need to know how highly motivated people are to do what you need them to do and then when you discover some don’t really want to do it how do you provide appropriate incentives to help them get on board. Be full aware that what motivates you may not motivate others. Some will be motivated by money but people are just as likely to be motivated by the opportunity to learn or the chance to help others or having harmony in their lives. But just being motivated is not enough. There are many people who are motivated to achieve great things but lack the knowledge and skill to make it happen. When you get some of the people on board with what needs to be done are you sure that others are ready to go as well. Do you have any torpedoes in your midst? You know those team members that are eager to tell other team members they are stupid for being a lackey to you as the leader. Do you have a way to neutralize those torpedoes?
Once you have the people on board, they know what to do and how to do it, you have the whole team, or the right people on the team, on the same page and they whole team knows how to work together as a team, do you have the structures and systems, equipment and resources, and the other necessary supports in place? Does the actual physical space in which the team will operate enable the work of the team or is it an inhibitor to success? All of this is important to know before you ever start the project.
Finally, how the team is prepared is essential to success. Teams that understand the importance of staying focused on the most important goal and its associated acts and behaviors have a greater chance at success. They realize that holding one another accountable for agreed upon actions and actually keeping score helps to focus and motivate the team. By meeting on a regular basis to review commitments and progress the team acquires the ability to execute.
Every effective leader wants to have high functioning, cohesive teams. You can help your team to succeed my being very intentional about what you do. Focus on the most important goal; that goal that will have the greatest impact. Make sure you are measuring the most meaningful outcomes. Keep score. And meet regularly to demonstrate a team wide commitment to getting the job done.
© 2013-2015 Culture by Choice-WTBG, Lake Geneva, Wisconsin: All rights reserved distribution of this information outside of an academic setting no permitted without express written permission from Culture by Choice-WTBG.