TEAM AND TEAMWORK
This section is an adaptation of "The Wisdom of Teams" by Kazenbach and Smith written in my own words.
I think we can all admit that at some point in our lives, we have been a part of a team, whether sports, education, work, families, etc. When groups of people pool together their resources and work together to accomplish a specific task or purpose, hold each other to a solid level of accountability, and form trust-based relationships within the group, a genuine team is developed.
When you assess the realness of the team to which you belong, are the above-mentioned attributes present? I will attempt to convey the premise of teams and team building through the eyes of Kazenbach and Smith.
Before we get started, if you find yourself a little frustrated about how your team views and functions when a particular project needs to be accomplished, the 8 common approaches in creating, developing and maintaining a real team will at least give you an assessment tool to guage the team's performance. And at best, set the precedence for future team projects. Let's agree that you cannot separate the concept of team without connecting it to performance. Team and performance go together, because at the end of the day, performance matters.
The 8 common approaches as explained by R. Warren Candy in regards to "The Wisdom of Teams" are:
1. Sense of urgency and purpose. If your team members do not clearly understand the urgency and purpose of the team, consequently, they may not understand what is required or expected of them to accomplish the task. They need to get this!
2. Please keep in mind that personality is not a requirement in forming a team, you and other individuals are brought onto a team because of the set of skills and skills potential that are needed to get the job done. Moreover, the team members must be able to complement each other's skills. This approach inevitably holds each other accountable.
3. When a new project is introduced, teams pay attention to the first meetings, impressions, and actions.
4. This may be a shaded gray area for many teams. Clear rules of behavior are establish because an agreed code of conduct is necessary in helping them to achieve their purpose and performance goals.
5. There must be clear performance-oriented tasks or events. This is how teams and/or team members chart their advancement. When the team can bind themselves together to accomplish a particular performance task, each individual on the team can take a honest look at his own contribution, and measure their success.
6. The need to stay current and relevant on new information is paramount to the team in redefining, and/or enriching its performance challenge. Stay fresh and up on the latest and available research in case there is a need to modify.
7. In this age of virtual communication, people spend less time together. Teams must spend time together, collectively. Especially in the beginning when the foundation is being laid.
8. One of the worst things that can happen to a team of goal-oriented task-driven workers is getting the job done, and then their hard work goes unnoticed, un-appreciated, un-rewarded, or without getting positive feedback. This must never happen. When teams are recognized and rewarded for their expertise, timing, and approach, they will appreciate a sincere and pointed effort to say thank you from their up line and from each other.
"5 Things Supervisors Should
Never Say (Out Loud)"
Have you ever mentioned something in private to an employee you later regretted? Are you in the habit of commiserating with
a team member who shared their frustration about a loyal but cantankerous
client? Do you find yourself expressing disdain for your boss with an employee
who is under your supervision? If you are leading or supervising a team, your
influence, attitude, and disposition have greater impact than you probably
realize. Leadership is really about influence and how you use it to help your
team utilize their specific strengths in reaching the goals and objectives of
the organization or company. There are countless ways to fuel your team members
to maximize their potential. Similarly, there are a number of ways to cause
them to undermine your leadership, second-guess your confidence, question your competence,
and mishandle your trust as a leading example. I'm sure you want to be in the
former category rather than the latter. If you are finding that your team is
losing respect for you as a team supervisor or team lead, you may want to take
a look at “5 Things Supervisors Should Never Say (Out Loud)” as written by Avery
Augustine of Newsweek Magazine online.
He writes, "Management is chaotic. People—employees, managers, customers, and everyone in between—are unpredictable, situations escalate, and in the heat of the moment, it’s easy to let something not so appropriate slip out, without even realizing it..."Read more