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It is akin to the difference between a top seeded tennis player like Roger
Federer and another player still striving to find his feet on the tennis
circuit. The top seed has fine-tuned his game technique, is determined to
play a winning game and is ready for any challenge. Another player who
is yet to make a mark probably lacks the same intensity and certainly and
has a thing or two to learn about both technique as well as perseverance.
To sum up, the qualities that seem to foster high team performance are
primarily a cut above that of an average team. It is certainly not easy to
create a high performance team with all these qualities, but an
organisation can provide the building blocks with a few necessary
measures such as the following-
Goal-Setting Theory
The basic principle in this theory is:
In a Nut Shell:
Goals have to be specific, not general
Goals have to be challenging, yet realistic
Let’s try and understand this theory better. It implies that a generalized
goal that says ‘do your best’ is just not good enough to fire up and
energize the team performance. ‘Do your best’ is the kind of thing a
parent would say to a child who is off to school to write an exam. Parents
normally would not want to pressurise their children by making specific
statements like ‘you must get the highest marks in your Class’. In a
professional environment involving teams, the exact opposite will work in
generating a good performance! Teams that are given general guidelines
and asked to ‘do your best’, are unlikely to succeed. A high team
performance is a lot more probable when the goals are specific and
present a challenge that is perceived to be realistic and attainable by the
team.
Performance Orientation
Now, let’s take the goal-setting theory one step further and look at ‘goals
that inspire a high team performance’. This means, goals have to be
not only specific and challenging but also inspiring and performance
oriented if they are to create high performance. So, what do we mean by
performance orientation?
Let’s say that a team is presented with a task, and given specific tough
goals that test their skills to the maximum. At the same time the goals
are defined in such a way that they inspire and energise the team effort
because of the customer focus inherent in them. When teams see their
mission as important in helping the organisation address its customer
challenges, it has the potential to create a better performance oriented
work ethic. Performance orientation factors in the business results
expected from the team and calls for a greater degree of effort and
involvement in achieving results.
However in the last year things had changed; there was a new team that
handled his work, and things hadn't been the same since then. Initially it
was small glitches that he ignored given the long-time association he had
with the firm, but now the problems seemed to be escalating. Deadlines
were constantly missed, and he was not kept informed of the delays.
Everybody on the team was extremely intelligent and competent but they
never seemed to provide a service of the same quality.
A few months back Tim had a meeting with Mark the team leader and
discussed the problems with him. He was given an assurance that Mark
would look into the matter so the problems would not crop up again.
However, this wasn't the case, the new software module that the team
installed had serious problems and didn't meet up with the requirements
laid out in the brief. Tim felt he had no choice but to ask for a meeting
with the Managing Director of the firm to express his concerns.
The warning signs that things are not quite right within a team become
evident to the people who interact with the team long before major
problems set in. These warning signs usually manifest in certain types of
behaviour or performance related problems. Assessment of a team usually
takes place at two levels:
Role clarity
Lack of clear cut goals
Poor leadership
Inadequate training
Differences in work styles
Poor planning
Don’t Take the “I” Out of Teamwork
The use of the word “I” is often berated as the reason why teams lack
cohesion. It is seen as an attitude conflicting with the basic principles of
teamwork. It is considered the nemesis of team spirit and unity. But the
use of “I” is negative only when it is overused or used in the wrong place
at the wrong time. Every team member brings expertise, skills, knowledge
and individual viewpoints built up over years of experience. It is therefore
far fetched to assume that anyone can take the “I” out of a person. For a
team to be effective, the team members need to have a strong sense of
“I” to achieve excellence in their individual roles, and they also need a
strong sense of “we” for team cohesion and collaborative work. Both go
hand in hand.
Effective teams know the right time and place for the word “I”. “I” has a
place for a person when he or she is conversing or discussing issues
within a team. “I” also has a place during appraisal meetings or review
sessions with a team leader or team manager.
These were my goals six months back when we discussed my role within
the team and what is expected of me. This is what I have accomplished.
However, when a team member represents the team outside this close
knit set up, i.e., with a client, a customer or senior management, “we” is
the politically right usage. The use of “we” implies unity and signals
collective effort, consensus, cohesion and cooperation. The use of “we”
creates confidence that the combined knowledge of the team was at play
in developing a good proposal or good recommendations. When one or
more team members harp on “I”, it indicates some amount of dissent or
lack of unity within the team to the client at the receiving end.
When individuals feel secure that their contribution will be recognised and
rewarded, there is a better chance of them getting fully involved in the
team process. Unhealthy competition and unnecessary rivalry can take
energy and focus away from the task. If you want to sustain team
effectiveness it is imperative that an organisation pay heed to individual
aspirations. There is no “we” until the “I” is secure. In other words, the
team cannot function to full potential unless individuals are motivated to
give their best to the team process.
In conclusion, the usage of both “I” and “we” have a definite place in
teams.
If you take the “I” out of the equation you will in all probability be left with
a listless and lack lustre work output where the team members may get
along o.k. but nothing great and truly outstanding ever comes out of the
team.
Problem-Solution Grid
2. Listless Team Type a) Low motivation, no enthusiasm and drive, the task a) Int
does not adequately challenge the mind Type b) Poor progr
innovative thinking ability
3. Incompetent Team Knowledge gaps, inadequate expertise, poorly thought out Deve
proposals
4. Hotchpotch Team Wrong mix of people - the work approaches, thinking Revie
patterns, and personality types don’t jell for the task the te
5. Confused Team Poor role clarity, poor understanding of business goals a) Dis
bench
Errant Team: This type of team has to be treated the way a football
coach would talk to an underperforming team. They need a firm hand.
Tough talking could be the answer. Portray how the business suffers as a
consequence of poor team cohesion. You can build a case for the
organisation being much bigger than the individual. The message should
be, ‘Guys, you need to get your act together, you are a disaster. You have
to stop unnecessary bickering and focus on the task’. To rectify mistrust,
the solution could be informal team building games where the team
members are induced to let their guard down and start working together.
Listless Team: This kind of team probably lacks the right challenge in
their work and they feel that their talents are not fully utilised in their
current team roles. The solution may lie in firing up their interest with
more challenging assignments. However, in a situation where there is an
adequate challenge but the team is unable to think creatively, this type of
team needs programs that will help them think out-of-the-box. They need
guidance on viewing problems differently rather than conventionally. They
need exposure to case studies and examples where taking an off beat
path yielded major improvements in business performance.
Confused Team: This is probably one of the easiest to solve because all
it takes is a frank discussion with the team. The team leader has to
ensure that everyone is crystal clear on the mission and common
objectives of the team and their individual roles and responsibilities.
Written role descriptions and goal definitions are also useful since they
provide a ready reference point whenever there is a doubt. In addition,
role play sessions can be engineered to drive home the point.
Performance benchmarks are also advised to induce the team to stay on
track.
Ten Qualities of an
Effective Team Player
By Marty Brounstein
If you were choosing team members for a business
team in your organization, who would the best
team players be? Assuming that people have the
right technical skills for the work to be done, what
other factors would you use to select your team
members?
Teams need strong team players to perform well.
But what defines such people? Read on.
Demonstrates reliability
You can count on a reliable team member who
gets work done and does his fair share to work
hard and meet commitments. He or she follows
through on assignments. Consistency is key. You
can count on him or her to deliver good performance
all the time, not just some of the time.
Communicates constructively
Teams need people who speak up and express
their thoughts and ideas clearly, directly, honestly,
and with respect for others and for the work of the
team. That's what it means to communicate
constructively. Such a team member does not shy
away from making a point but makes it in the best
way possible — in a positive, confident, and
respectful manner.
Listens actively
Good listeners are essential for teams to function
effectively. Teams need team players who can
absorb, understand, and consider ideas and points
of view from other people without debating and
arguing every point. Such a team member also can
receive criticism without reacting defensively. Most
important, for effective communication and problem
solving, team members need the discipline to
listen first and speak second so that meaningful
dialogue results.
Functions as an active participant
Good team players are active participants. They
come prepared for team meetings and listen and
speak up in discussions. They're fully engaged in
the work of the team and do not sit passively on
the sidelines.
Team members who function as active participants
take the initiative to help make things happen, and
they volunteer for assignments. Their whole
approach is can-do: "What contribution can I make
to help the team achieve success?"
Shares openly and willingly
Good team players share. They're willing to share
information, knowledge, and experience. They take
the initiative to keep other team members
informed.
Much of the communication within teams takes
place informally. Beyond discussion at organized
meetings, team members need to feel comfortable
talking with one another and passing along
important news and information day-to-day. Good
team players are active in this informal sharing.
They keep other team members in the loop with
information and expertise that helps get the job
done and prevents surprises.
Cooperates and pitches in to help
Cooperation is the act of working with others and
acting together to accomplish a job. Effective team
players work this way by second nature. Good
team players, despite differences they may have
with other team members concerning style and
perspective, figure out ways to work together to
solve problems and get work done. They respond
to requests for assistance and take the initiative to
offer help.
Exhibits flexibility
Teams often deal with changing conditions — and
often create changes themselves. Good team
players roll with the punches; they adapt to ever-
changing situations. They don't complain or get
stressed out because something new is being tried
or some new direction is being set.
In addition, a flexible team member can consider
different points of views and compromise when
needed. He or she doesn't hold rigidly to a point of
view and argue it to death, especially when the
team needs to move forward to make a decision or
get something done. Strong team players are firm
in their thoughts yet open to what others have to
offer — flexibility at its best.
Shows commitment to the team
Strong team players care about their work, the
team, and the team's work. They show up every
day with this care and commitment up front. They
want to give a good effort, and they want other
team members to do the same.
Works as a problem-solver
Teams, of course, deal with problems. Sometimes,
it appears, that's the whole reason why a team is
created — to address problems. Good team players
are willing to deal with all kinds of problems in a
solutions-oriented manner. They're problem-
solvers, not problem-dwellers, problem-blamers, or
problem-avoiders. They don't simply rehash a
problem the way problem-dwellers do. They don't
look for others to fault, as the blamers do. And
they don't put off dealing with issues, the way
avoiders do.
Team players get problems out in the open for
discussion and then collaborate with others to find
solutions and form action plans.
Treats others in a respectful and supportive
manner
Team players treat fellow team members with
courtesy and consideration — not just some of the
time but consistently. In addition, they show
understanding and the appropriate support of
other team members to help get the job done.
They don't place conditions on when they'll provide
assistance, when they'll choose to listen, and when
they'll share information. Good team players also
have a sense of humor and know how to have fun
(and all teams can use a bit of both), but they don't
have fun at someone else's expense. Quite simply,
effective team players deal with other people in a
professional manner.
Team players who show commitment don't come
in any particular style or personality. They don't
need to be rah-rah, cheerleader types. In fact, they
may even be soft-spoken, but they aren't passive.
They care about what the team is doing and they
contribute to its success — without needing a
push.
Team players with commitment look beyond their
own piece of the work and care about the team's
overall work. In the end, their commitment is about
winning — not in the sports sense of beating your
opponent but about seeing the team succeed and
knowing they have contributed to this success.
Winning as a team is one of the great motivators of
employee performance. Good team players have
and show this motivation.
Collaborative
Committed
Communicative
Competent
Dependable
Disciplined
Enlarging
Enthusiastic
Intentional
Mission Conscious
Prepared
Relational
Self-Improving
Selfless
Solution Oriented
Tenacious
What is Teamwork?
Let’s now look at the other side of the coin, success. If success is what
the team is after, then what is it that is expected of teams? What should
they do to be successful?