Every Time You're Together It's Team Building

"It's time for the human race to enter the solar system."
        --Dan Quayle, former U.S. Vice President

That has nothing to do with anything here. I just hated to see it go to waste.

OK, it's clear: based on the comments from yesterday's post, we've all had some strange experiences with team building. (Some stranger than others).

Organizational success depends on people working together to get "it" done. So the whole working together thing is--well, huge. In an era where we deify leaders, none of them can get anywhere without everyone else. If you're one of those people "in charge" of something, here's a tip:

Every team meeting is team building

It is. The dynamics are like dinner at home with the family.

Ever time you come together, the interactions lead to some degree of increased satisfaction and performance or a sense of disarray and dysfunction.

The effectiveness of regularly-scheduled meetings is likely to impact the health of the group more than a "one-off" to get things back on track. (Although if you need to get back on track, do it).

Here's a shopping list of what people are looking for:

1. Clear sense of direction.

In an era of misunderstood "participative management," people are seeking direction and clarity. That's  the only way a group can understand and rally around a shared sense of purpose.

This is a leadership issue. If you are the leader, continually check your own clarity compass. If people are running in ten different directions that means that you are, too. Focus.

2. Talented colleagues.

I don't know how you operate, but my own commitment and performance is either lifted up or dragged down by the people around me. When I join a team I quickly check out two things:

• Do we have depth and breadth of talent to accomplish what we want to do?
  

• Are these the kind of people I want to do it with?

Note: "I have found the enemy and it is me." There are times when I'm the one that doesn't fit. When that happens, it's important to acknowledge it and either:

• Make a physical change and move elsewhere

• Make a personal change, if possible, and suck it up if the goal is important enough to me.

3. Clear, alluring responsibilities.

Who is supposed to be doing what, are they in their "talented" zone, and how do we make sure we pass the baton to each other at the right moment in the right way?

4. Procedures that work.

It's enticing to point fingers when something goes wrong. But the question to ask first is, "Do we have a systematic approach that works for everything from designing effective meetings to manufacturing our product?"

Good systems can allow talented people to use their talents. Bad systems cause award-winning landscape architects to spend their time fixing lawnmowers.

5. Healthy interactions.

Back to the dinner table. People want to know they can have a dissenting point of view that gets heard without getting stomped on. Likewise, when something really good happens, we want some kind of acknowledgment or celebration to follow.

Über-note: I've experienced much less willingness among some team leaders to "spend valuable time" celebrating than on arguing opposing viewpoints. It's ok to debate, because "that's work." It's not ok to celebrate: "They're already getting paid to do what they're supposed to do."

Maybe I travel in the wrong circles, but I can't begin to tell you how often I have this conversation with some clients. I can also tell you unequivocally that their upward mobility has been stunted (read, "halted") as a result of that attitude.

6. Noticeable accountability and related rewards.

This is different than #5.

You and I notice when someone who doesn't do their fair share ends up with the same goodies as everyone else at the end of the year. And if teamwork is so important, then it's important for team contribution to somehow be factored in to the organization's "reward" equation.

There's somewhat of a conundrum, too, when it comes to team performance. On the one hand, things get done by people working together. On the other, each person has a well-defined role to play in that. If the manager doesn't pay attention to the individual accountabilities involved, the genuine performance issues can be lumped inappropriately under the banner of "we've got a team problem."

Well, you do. And it's called Larry.

7. Good relationships outside of the team.

Ah, back to the whole "organizations as systems" thing.

It's tough to get things done when IT hates the Customer Call Center or if another department is using a software program that's incompatible with yours. It's a really good idea to ask the diagnostic question, "Where is the organization itself getting in the way of our success?" 

That gives the manager one more thing to deal with when the meeting is over:-)

Did I say manager?

If you look closely at #1 and #7, these are areas where the team leader really has the most "juice" when it comes to addressing the item.

Thought for today: When it comes to effective teams, the leader has both the responsibility and position power to pull it all together. Groups get things done in organizations. It's just as important for a manager to know how to orchestrate and respond to group dynamics as it is to interpret the quarterly financials.

I contend that anything with such an impact on performance isn't a "soft" skill if it's so directly related to generating "hard" currency.

photo source: daysofourlife.wordpress.com

 

Person Dan Quayle

Right click for SmartMenu shortcuts

Comments

[Breanne Potter]

Great post. Especially #2. It's hard to acknowledge then you're the problem!

I also love this comment: I contend that anything with such an impact on performance isn't a "soft" skill if it's so directly related to generating "hard" currency.

So true!!!

[Steve Roesler]

Hi, Breanne,

Gee, looking back, I kind of like that one, too:-)

Working as you do with CPP's tools, I'm sure you've seen more than one "Aha" as people learned more about their preferences and how they play them out in groups.

Thanks for stopping by...

[Jo]

I spent my day tracking down Jane McDonigle's work. She is a spectacularly successful game designer who is now writing and speaking about what makes a game "take off" and be compelling and engaging.

All the psychology is very sound, as far as I can see. She has identified 10 strengths that are visible skills of people who are good at "massive collaboration". This seems to be an natural extension of team building. I would be interested in what you think (my initial notes are on my blog).

Great post as usual.

[Steve Roesler]

Headed your way to check it out, Jo.

[raj]

Hi Steve,

A very thoughtful post indeed. The key to building a successful team starts with picking the right people. All your points are valid and there is definitely a big role for a leader to play to make it work.

I recently stumbled upon a podcast about the 4 archetypes of people a team must comprise of. It is a very interesting perspective and my latest post on my site "Building a Perfect Team" is all about it (with the link to the podcast). I'm eager to see your 2cents on the topic. Do visit.

Cheers!
Raj

[Joe Raasch]

Hi Steve,

This is outstanding! You've captured the foundation of building and sustaining a productive, happy team - suitable to any industry.

If only this was in a one-pager format for distribution...hhhmmmm.

Make it a great day,

Joe

[Steve Roesler]

Thanks for the resource, Raj. I'll be checking it out.

[Steve Roesler]

Joe, thanks.

Is the "hmmm" another little boot to get a new product out there? :-)

[GL HOFFMAN]

Sometimes it is more about the fun part too. Here is a contest we ran which was HUGE:
http://blogs.jobdig.com/wwds/2008/06/27/the-best-company-wide-contest-ever/

[Steve Roesler]

Exactly the point from yesterday, GL. The stated purpose was to have fun as a group and feel good about it. (Can I get an invite to the next one?).

What doesn't work is when someone sets up a fake scenario under some other guise and then expects some specific business result.

If you're going to have fun, then have the most fun you can and call it for what it is.

If you have an ulterior motive and then get ticked off because people "only had fun," ya gotta re-think what you're up to.

[Dan McCarthy]

Steve –

Wow, you’ve done it! Your last two posts on what’s wrong with “teambuilding” and how to really build an effective team sums up everything I’ve wanted to scream at every manager who insists on doing this nonsense instead of addressing real issues. Now I can just send them your posts and follow up with “any questions?”

Thank-you, thank-you, thank you!

[Steve Roesler]

Your welcome (to the third power), Dan

Very pleased to know that this might help smooth the way.

Keep me posted, eh?

[Amy]

"Good systems can allow talented people to use their talents. Bad systems cause award-winning landscape architects to spend their time fixing lawnmowers."

This sentence has taken on new life in my office. We have three "award winning landscape architects" and one lawnmower savant in the office. And a large part of our official work in the office is the processing of broken lawnmowers.

Things are going to change.

[Steve Roesler]

Amy, you made my day!

Tell the gang I"ve got a case of 2-cycle motor oil in the garage if they run out.