THE BEST PLACE FOR TEAMWORK INITIATIVE

Cartoon: teamwork (medium) by HSB-Cartoon tagged team,plant,factory

First you must understand that teamwork isn’t always the best means to an end.  When considering teamwork, ask where in the organisation that it is most needed.  Second, it is not enough to sell the benefits of teamwork if the opportunities can’t be identified.  The upper-management thinks that team-work is a great concept for everyone in the organization except them.  This usually happens when someone in leadership get inspired about the organizational benefits of teamwork which resulted in a mandate to create teamwork that is directed to middle management.

Middle management is of course expected to put their people through prerequisite training and take the necessary step to make it happen. It usually become obvious that upper management themselves either practises or support the concept of teamwork.  Teamwork only happens from the middle down.

For teamwork to happen/to work, it must be embraced, in principle and in practice, by everyone in the organisation. But the best place for a teamwork initiative is to start at the top.  A successful team is made up of members who:

·         Are interdependent (wiling to ask for help when they need it, and offer help when then can provide it)

·         Compete outwardly (not compete among themselves)

·         Are self-starters (understand the big picture and do not need to be told what to do)

·         Shared reward and sacrifices.

The best thing to strive for is not a team with great leader, but a team of leaders.

                                                                                        Shared From:

                                                                                        Making Teamwork Effective

By Mark Sanborn

The Star, Wednesday

                                                                                        Friday, 23 February 2011

2.7 THE SKILLS YOU NEED TO BE A GREAT BOSS: Obstructive Behavior Patterns

(EXTRACTION FROM TEAM MANAGEMENT: Improving Team Effectiveness at http://www.mindtools.com)

 

Some people may display behaviors that hold them back.  James Waldroop and Timothy Butler have identified six of the most troublesome traits, and assigned each an easy-to recognize "character."

THE SIX CHARACTERS AND THEIR PROBLEM BEHAVIORS WALDROOP AND BUTLER'S SIX PROBLEM BEHAVIORS
1	The Hero	·        Driven by personal and organizational success ·        constantly push themselves and others to complete projects on time and on quality, producing top results ·        can push themselves too far and burn out ·        have trouble retaining staff, because only some people can tolerate the heavy workloads that Heroes expect ·        To spot Heroes, look at your high achievers ·        They often the first to arrive at the office, and the last to leave Coaching Heroes ·        communicate appreciation for their good work ·        discuss your concern for their well-being ·        let them know they need to slow down occasionally ·        Outline specific problem behaviours, such as working overly long hours; so that they understand how their actions can harm themselves and the people around them ·        it's important that they develop empathy toward their staff ·        help them avoid burnout by suggesting time off or delegating some of their ·        Advise them o   listen to their own people closely so that they're sensitive to signs of overwork o   pull back if they're overworking their teams o   put a stop if they frequently contact their staff during off hours
2	The Meritocrat	·        believe that the best ideas stand on their own ·        loathe office politics ·        often poor negotiators ·        usually hard working and intelligent ·        have a great deal of integrity ·        lack of political savvy ·        others are promoted ahead of them ·        unwilling to sell their ideas to key stakeholders ·        restricting their own visibility within their organization Coaching Meritocrats ·        Start with sympathy ·        Remind them: o   ideas can only progress if decision makers are on board o   building alliances and selling ideas are an essential part of this process ·        focus on one of their recent ideas ·        win over key stakeholders and potential allies
3	The Bulldozer	·        accomplish their goals at all costs ·        can intimidate and alienate others in pursuit of goals ·        distrust others ·        often have high staff turnover within their teams Coaching Bulldozers ·        Approach Bulldozers by becoming one yourself ·        Speak bluntly and let them know that they've made office enemies ·        Gather evidence to rebut any protests ·        be ready to cite examples ·        encourage them to right their wrongs ·        Explain how they can use apologies to rebuild their damaged relationships
4	The Pessimist	·        oppose any change ·        largely driven by fear ·        work to avoid mistakes and failures Coaching Pessimists ·        care deeply about their team and organization ·        by recognizing the value of caution ·        move on to help them understand how damaging excessive worry can be ·        may oppose changes because they don't understand them ·        encourage Pessimists to use Risk Analysis
5	The Rebel	·        managing these people can be challenging ·        defy authority at every turn ·        thrive on provocation ·        their attitude can undermine team morale ·        can even change an organization's culture, over time ·        often have great leadership potential ·        recognize where change is needed ·        have the energy and passion to effect change ·        often need a firm hand and an inspiring coach to transform their negative energy into a force for positive Coaching Rebels ·        Stay calm, and be assertive ·        Assign Rebels projects that call for them to win others over ·        Challenge to write down everything that they believe the organization should change
6	The Home Run Hitter	·        work for the approval of their boss and colleagues ·        motivated by a need for approval ·        are successful Coaching Home Run Hitters ·        Start by communicating how much they’re appreciated ·        discuss their career strategy ·        stress the importance of risk analysis ·        Encourage them to put the team's success first

2.6 THE SKILLS YOU NEED TO BE A GREAT BOSS: Helping People Understand and Enforce Rules

(EXTRACTION FROM TEAM MANAGEMENT: Improving Team Effectiveness at http://www.mindtools.com)

 

Adults tend to resent rules.  Especially rules in the workplace.  Organizations need rules because not everyone has the same level of common sense or awareness of consequences, and not everyone can be trusted.  Some people take advantage of situations for their benefit.  That's why rules are necessary.  When you appreciate this, you can help yourself – and others – follow the rules and build more harmony in the workplace.

Solving Key Teamworking Problems

A team may fall apart because of bickering, infighting, or a failure of accountability.  It’s frustrating to watch teams disintegrate.

LENCIONI'S FIVE DYSFUNCTIONS OF A TEAM
1	Absence of trust
2	Fear of conflict
3	Lack of commitment
4	Avoidance of team accountability
5	Inattention to team objectives