“Wearing the same shirts doesn’t make a team.” Buchholz and Roth
Great teamwork! – You know it when you see it or better yet when you, as a team member, experience the positive effects of it. This energy stirs a contagious “Can-do” team spirit that produces greater outcomes than would have been possible through individual efforts. Teamwork is a powerful tool, but how do you as a leader create such a dynamo?
The building blocks of teamwork can be difficult to discern and even if you can identify each of the elements, they may be a challenge to replicate in your situation with your particular team. In fact, unless you can meet these three prerequisites, you’re not likely to be able to lead a team to a high level of shared enthusiasm and accomplishment.
First of all, you must be a stable leader . If you’re struggling personally, in body, mind or spirit, don’t even attempt to lead your team to a higher level. Focus on yourself first and once you’re generally comfortable with who you are right now, then you can check this one off. Get your own life stabilized and then consider the next step-The vision for your team.
For your second qualifier, you must be able to see the big picture and have an engaging vision and mission for your group. Once you can picture this “best future” then you can move to your next qualifier.
Finally, you need to have the right people in the right places. You cannot build a solid team if you have any square pegs in round holes. You want people who are as enthused as you are about your vision and who have the values, skills and commitment to accomplish the mission. Your hiring process must include an assessment of the candidate’s culture fit.
If you feel that you have satisfactorily met these three prerequisites, then you’re ready to apply the A,B,C’s, of team building.
•A- Acknowledge your personal growth plan to your team. This type of personal transparency by you, the leader, is the rich relational soil that trust blooms and thrives in. Additionally, inviting your team to ask about your progress toward growth targets improves the likelihood of similar transparency being shown by the rest of the team.
Such openness could sound like this, ” I want you each to know that I’m aware that as an introvert I may not be quickly transparent in my views. I also want you to know that from now on I will be more open in sharing what’s going on in my head. I will also be asking you for feedback on my progress.”
As Patrick Lencioni, author of The FIVE Dysfunctions of a Team, advises, “The most important action that a leader must take to encourage the building of trust on the team is to demonstrate vulnerability first.” Insecure leaders will falter at this building block. Confident leaders will show strength and humility here and continually reveal themselves even while they practice the other principles.
•B- Build the leadership and relational skills of your team. Most of the learning your team members will do will happen because they see you modeling these skills. Particular emphasis should be placed on showing and teaching them how to confront issues with one another in a forthright, constructive and caring manner. Being willing and able to openly hold one another accountable to agreed upon values, goals and outcomes takes both commitment and skill, but such mutual accountability is a real measure of the depth of trust on the team. Finally, woven throughout the team building process on a continual basis is this third principle.
•C- Convey your caring compassion toward each person. By demonstrating interest and showing support for the dreams and passions of team members, you spread the bonding agent of sincere connection. This is what holds the building blocks and the team together as a caring community. If for example, you know that one of your direct reports has a great passion for golf. You might let him or her represent the company at a tournament.
They’re simple principles, but when applied over time by the right leader they can lead to amazing teams who are energized to produce outstanding results..
“Teamwork ultimately comes down to practicing a small set of principles over a long period of time.” Patrick Lencioni