How to Re-Build Effective Teams
How to re-build effective teams
Over the last 18 months, working from home has fragmented many teams, by isolating people from normal team working.
An organisation's success requires coordinated action that can only be achieved by effective team working.
So, organisations need to find ways to re-establish the peak performance of their original teams or to create new teams, which can operate under the changed conditions.
What are the special conditions that cause "effective team working"? Here are four:
A shared vision for a better future.
The shared vision which every member is attempting to achieve, is the force that binds a team together.
Other than the shared vision, members of the team are often extremely diverse; they are of different ages, interests, opinions and character types. Though they are friendly, they are not necessarily friends, and they don't need to be. But they do need to share the organisational vision, or goal.
Therefore, the organisational vision must be continually restated and reaffirmed, and kept in full focus. Without a clear purpose, bonds between members weaken.
So, your first and most important step of team building is: The communication of a shared vision for a better future.
Put this into practice by:
- Restating and reaffirming the goal (vision) that the organisation exists to achieve, at every opportunity.
A plan capable of achieving it.
A goal without a plan is merely a delusion.
A goal tied to a solid plan, is a team builder, because people need to believe that the goal is attainable.
Without a solid plan, teams never develop sufficient belief to sustain strong motivation.
Ambitious goals tied to solid plans develop strong belief in the team which inspires strong motivation.
The second step to teams building is to develop and communicate practical plans, capable of achieving the vision.
Put the principle into practice:
- Formulate detailed written plans and communicate them to all those who need to know.
- Ask selected members of the people who implement the plans, to be a part of building the plans.
Positive relationships based upon respect.
The vision provides the team with a target and the plan provides it with a method.
The third part of team building is positive emotion. The emotional component of human relationships cannot be overstated, because we are moved by emotion.
The positive emotion that every member must feel, is respect.
Respect in two directions, we must be respectful and we must be treated respectfully.
Treating people respectfully means treating them as rational, intelligent people.
It means NOT treating people as if they were stupid, or crazy.
In order to be respectful, treat all people according to the principles of reason.
Never treat anyone unreasonably.
Put this principle into practice:
- Set down in writing what is to be considered unreasonable behaviour and communicate it to every member of the group.
- Set down what is considered reasonable and fair behaviour, and communicate that too.
- Then the team will know the ground-rules and the team culture.
Continuous communication.
The vision, the plan and respectful dialogue, are all dependent on communication skills.
If communication skills are neglected, then holes appear in the teams understanding of the vision, the plan and the relationship. These holes are soon filled with speculation, rumour, guesswork and worry, all of which are detrimental to team performance.
So, the fourth skill for team building is to ensure a continuous flow of high quality, purposeful, planned and respectful communication, which will act as the glue which binds the team together and make it more effective.
How to put principle into practice:
- Hold regular feedback sessions where people can give their positive and negative feedback on their experiences.
- Be on constant lookout for speculation, rumour, guesswork and worry, since these are detrimental to team performance.
- Give regular updates, and newsletters giving as much information as possible about the results obtained from our most recent actions, and their implications for every member of the group.
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About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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