Think about the best team you have ever been on. What were the attributes of that team? What made it great? In your role as team leader you can re-create those attributes on your team. Positive qualities that may come to mind include: shared goals, clearly defined roles, strong leadership, a positive attitude, trust and effective communications. Andrew Carnegie crystallized the concept of teamwork as follows: “Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives.”
So you must start your quest by ensuring your “team” has a common vision. Does your staff share a common mission as well as ownership of outcomes, goals and strategy? If the answer is no, then the expectation that they act like a “team” is unrealistic at this point. On the other hand, if you have a common vision or you would like to create one, then you can make progress toward fostering teamwork in your office.
The first step then is to establish, create and communicate your team’s vision, ideally through a strategic planning process, preferably in an all-staff retreat but alternatively through documents that all staff can access and understand. Questions to explore in developing this shared vision may include:
• What are the team members’ aspirations?
• Where do they want to be in the short, medium and long term?
• What were the selling points that made your team members decide to join the organization?
• Where can they realistically make an impact in the business?
A more thorough strategic planning process will also include an assessment of team members’ current skill sets, positions of power (committee assignments, tenure, relationships), and other strengths.
Clearly Defined Responsibilities
Once you have established and communicated the shared vision, you are then ready to outline staff roles and responsibilities in the office. This not only includes updating and refining documents such aslike job descriptions, which ensure that the everyday business of your office runs effectively and responsibilities are not neglected, but also includes outlining for all members of your staff how they personally contribute to meeting the goals of the office.
Think back to your great team, whether a sports team or a theater group, you probably knew your own as well as everyone else’s role in making the team successful.
While clearly defined roles are essential, businesses sometimes go overboard in setting boundaries, therefore impeding group learning and a “pitch in” attitude that also fosters teamwork. In other words, while you should delineate roles, that shared vision should also reinforce the need to support each other in their positions, even if this means stepping out of or welcoming someone else into your issue area. For example, It’s okay for one team member to cover a meeting or make a suggestion on another team member’s work. . Your staff members should put their own jurisdiction beyond the desired outcome of high performance of the overall office and therefore must take pride in the end result.
The majority of conflicts in a workplace stem from misinformed assumptions and expectations. For example, if the same employee consistently accompanies the employer to evening events, while other employees might appreciate preserving their evenings, a newcomer may make the assumption that it is that person’s job or that the employer prefers the company of that employee.
When an event arises that is within the new team member’s area, he might feel unable to ask to attend in order not to cause conflict. Simply opening up opportunities to other employees can prevent this appearance of favoritism or rigidity. Another example might be when, in the absence of a staff assistant or office manager, an employee takes on the role of managing the interns. Once the right person is hired, the team member keeps this responsibility. Assumptions about the team member hoarding responsibilities or the capabilities of the staff assistant to manage may permeate the office. Neither is true. As team leader, your job is to pay attention to these assumptions, challenge them, and truly open yourself to questions and suggestions from staff.
Create Opportunities for Teamwork
Have you created opportunities for your team to learn with and from each other? When you assign tasks, are they always to one person or do you look for opportunities to create groups that together can create a better product than they would on their own?
While group projects take longer, and certainly should not be used for all tasks in an office, strategically select some longer-term projects that would benefit from multiple people and each of the skills and knowledge that the participants would bring. Engaging your staff with each other so that they appreciate each other’s perspectives and knowledge can go a long way in creating the team environment.
These engagements will increase their commitment not only to the employer but to each other, helping to drive a loyalty and commitment beyond the employer or you but to their colleagues as well.
Do the metrics you use to determine raises and bonuses in your office reflect your value of teamwork? Which behaviors do you recommend or punish? Who do you promote? For what behavior have you dismissed staffers, if at all? If the individual contributor receives the greatest number of accolades for his high productivity levels despite a “that’s not my job” or “do it yourself” attitude, you will reinforce an individualistic, as opposed to a team, ethic.
You need to walk the walk and talk the talk. There is no better way to reinforce the kind of behavior you want than through your rewards system and how you decide which team members move up or move out of the office.