Posts Tagged ‘working in teams’

Teams, we all know, have the potential to deliver great results but often don’t reach that potential.

At the same time, we sometimes make some assumptions that may or may not be valid. So what are some of the common myths about team working?

Myth 1: People instinctively know how to work in teams
• The reality is that most of us are masters at looking after Number One – ourselves. Think about it: most of our life it is what we do ourselves that determines success.

Myth 2: A team is always the best option

• Teams work best when there is dependency. If one person can do it all alone, there is no need for a team.

Myth 3: The bigger the team the better

• You might think that a bigger team will bring more skills, ideas or contributions. The reality is that a team will work best when small, typically 3 to 7 people.

Myth 4: People will choose to be team players

• They may say so in job interviews but the reality is that most people look after their own interests and pursue their own agendas.

The reality is that teams working well on a clearly defined outcome can make a big difference.

Duncan Brodie of Goals and Achievements helps accountants and health professionals to achieve success and realize their professional potential through being highly effective leaders and managers. For more information and to sign up for his free audio e-course click here

When we are part of a team that is delivering results we feel hugely motivated and when we are hugely motivated we tend to keep taking performance to a higher level.

Often small teams whose members are drawn from a group of people who tend to share common values and ways of thinking achieve a lot. The struggle sometimes arises when people are asked to work in a cross functional or cross discipline team.

In these situations, it is not uncommon for there to be:

• Power struggles where different groups are trying to take the lead and be in charge

• Silo thinking where people are only thinking about the impact on their little part of the pie

• Conflict and argument without there being any productive results orientated behaviours

When working in the team, especially one that is cross functional:

Recognise that different people view the same problem differently

The way that we look at and respond to a particular challenge will be influenced by factors such as our experience, training, skill set, knowledge and our personal stake to name just a few. Rather than trying to force through your way, try to focus on creating a new way of doing things that embraces the richness of the collective experience and expertise of the whole team.

Remember it all balances out in the long run

Sometimes you will be the person who provides the spark of inspiration or builds on the ideas of others. At other times you will have to take more of a back seat. In the long run however you will get plenty of opportunity to be the catalyst for the team.

Get all views heard

Some of us are more outgoing extrovert types while others are more introverted and quiet. If you are in the role of leading a team, it is vital that you create the opportunity for all views to be heard. Failing to do so could result in key opportunities being lost.

Keep the focus on the end game

Ultimately the team is tasked with delivering a result. It is all too easy to get dragged into personal agendas and pet topics. When you notice this happening, get teams re-connected to the overall purpose, goal or end game.

Bottom Line – Teams present their own challenges. The key is to understand an use these dynamics to create success.

Duncan Brodie of Goals and Achievements helps accountants and health professionals to become highly effective leaders and managers. Check out his free audio masterclass Leading and Managing Highly Productive and Highly Positive Teams – click here

When we read about teams that are successful, it is all too easy to fall into the trap of believing that they are all in perfect harmony, heading in the same direction and effortlessly delivering results.  While this might be great in theory, the difficult stuff and conflict is just part and parcel of any successful team.

 

So what can you do to deal with the difficult stuff in teams?

 

Make facts the primary focus

 

In challenging times it is easy to fall into the trap of getting personal, starting to criticise individuals and saying or doing something that you regret later.  Facts on the other hand are verifiable, objective and not personal.  For example, if there is a report that is showing that the level of sales is falling week after week, this is factual and verifiable.  A discussion around the facts is likely to be more productive and beneficial than getting personal and seeking a scapegoat.

 

Expand the options

 

Whilst logic might make you think that the fewer options the better, research suggests that it might well be worthwhile expanding the options.  Part of the reason for this is that people don’t feel pressurised to back one or the other and be seen to take seconds.  It also means that the energies of the team are on solutions not what has gone wrong.

 

Create a goal everyone can connect to

 

In most organisations there is one common goal that a team can connect to.  Sometimes it might be the client or customer.  At other times it might be an innovation or improvement.  Once you have people looking at the difficulty through a common agreed lens, conflict can reduce and result focus increased.

 

Make the decision making process fair

 

A decision will have to be taken by someone at some point and people accept this as long as they feel that there has been a fair process for reaching decisions.  What this means at a practical level is that people feel like they have had their opportunity to put forward their ideas, views and opinions and that there has been open and transparent debate.

 

Bottom Line – There will always be difficult stuff to deal with when it comes to team working.  The key to successful resolution is to avoid it becoming personal.