Teamwork in 50 Words or Less
by Mark Sanborn, CSP, CPAE
Teamwork happens quickly and naturally when: 1) everyone on the team knows what needs to be done, 2) they have the skills and ability to do it, 3) there are no barriers to prevent them from doing it, and 4) are willing to work together to get it done.
Team Learning
Rarely do teams learn together. Too often, increases in skill are confined to individuals. Sometimes that can become a barrier to teamwork: because there are dramatically different knowledge and skill levels, some team members aren’t able to keep up. When an individual attends a course or discovers a useful practice, he or she should be encouraged to share it with the team. And periodically putting the entire team into a learning environment is critical.
Peer Recognition
If you’re a team leader, understand that despite your best efforts, you will be incapable of adequately recognizing every team member’s efforts and contributions. Good work will slip by and go unrecognized. If this happens often, the team member may well become disillusioned. Relieve yourself of the burden to be the sole dispenser of recognition: ask team members to recognize each other. Make it a team expectation to thank other team members for their assistance, and to look for opportunities to catch each other doing something praiseworthy.
To Win More, Think More
Have you ever held a team retreat? When was the last time your team came together for the express purpose of thinking about the work you do? Do you periodically pause as a group to reflect on what you’ve learned and internalize the lessons? Do you meet to consider opportunities, and not just to solve problems? The team that thinks more wins more.
Forget About “Self-Directed” Teams
Self-directed teams are a siren’s call. Sounds good, but it just doesn’t ring true. What do you think your team would do--right now--if given the choice of doing whatever they choose? Are you confident the chosen “direction” would be consistent with corporate objectives and complimentary to other organizational teams? Would this “self-directed” team create the results they have responsibility for achieving? The answer lies somewhere between “probably not” and “most definitely not.” Self-directed teams are a myth, but self-managed teams can be a useful tool. Provide a clear framework of what need to be done (we typically call this function “leading”) and then give the team flexibility in choosing how they attain those results. When leadership has provided an agenda, self-managing teams can be very efficient in achieving the intended results.
My book, Teambuilt: Making Teamwork Work, is available in the Sanborn Store or by calling 800-650-3343.
Contact Mark today to find out you can build better teams in your organization.
