|
The Full Spectrum
Volume 1 Issue 6 June 2005
Welcome
Summer is truly upon us now and I often
overhear complaints both about the weather, and about the complaints
about the weather. I recently heard a radio DJ quip: “We have
four seasons each year; why does that surprise us every time?”
While it may not ‘surprise’ us exactly, change is not typically an easy
thing to manage. And, confession of an extrovert, the extroverts
want to tell us about their experience with it. Often, when a
team leader or manager contacts me for teambuilding services, there has
been some sort of change experienced by the team that they are
struggling to adapt to. I applaud these managers for recognizing
that the team needs help with this task.
At best, team members struggling merely results
in passing tension; at worst, team members begin to blame each other
for the challenge and no longer work together effectively. The
Team Tip this month offers a suggestion on how to minimize this
difficulty, and the article articulates a few other characteristics of
high-functioning teams (building on January 2005’s article, link
provided below). For any team, the re-building process needs to
be customized so that it applicable and meets the team members where
they are in their struggle to become or confirm themselves as a
cohesive team.
If you would like a complimentary team check-up, contact Kaleidoscopic at 416-238-7454 or via email at Inquiries@kscopic.ca.
More Characteristics of High Functioning Teams
In the January issue of The Full Spectrum we looked
at three characteristics that high-functioning (HF) teams share: open
communication, shared understanding of organizational values and
diversity. This month we consider an additional three
characteristics that HF teams have in common: engagement, niching and
the catalyst. The challenge for managers and team leaders is to
consider all six characteristics and determine which ones need a tune
up for your team.
1. Engagement – Engagement significantly increases an individual’s productivity1.
High-functioning teams have members who are engaged in the organization
and in the team. Part of engagement is through communication of the
vision and values of the organization and the important role the
employee plays in achieving them. A well-known, Toronto-based
health care organization is doing just that. While all of their
orientation sessions involve a review of the values, they recently went
a step further. They offered a half-day session on the vision and
values of the organization, targeted to the younger generations, and
linked specifically to daily tasks that the team members
performed. The response was overwhelmingly positive. You
can bet the attendees of the session walked away with increased
commitment to do their part!
2. Niche – High-functioning teams
take the opportunity to place team members in roles or positions where
their strengths are best utilized. While an ideal hiring process
does this initially, it is useful to consider again once the
individual’s skills are more clearly demonstrated. Niching
employees on projects, committees and other like opportunities allows
the organization to increase business results. Think of sports
teams – you would not suggest that your favourite goalie play
offence. Figure out, along with the team member, which position
plays to their strengths. Then look for occasions to suit them
up. For an example of niching, see the case study below.
3. Catalyst – John C. Maxwell, author of The 17 Indisputable Laws of Teamwork,
calls catalysts “get-it-done-and-then-some” people and asserts that any
team that wants to reach their potential needs one.
High-functioning teams have someone who sees when the team needs a
boost to reach their goal, and steps up his or her performance.
The increased energy the catalyst brings gives the rest of the team
members the momentum they need to step their performance up a level as
well. In order to achieve something great, rather than become
bogged down through routine, a team needs someone who not only believes
the task can be done but also puts their time, energy and enthusiasm
into it. Catalysts are often easy to see after the fact but
consider your team now, who is taking up the challenge and inspiring
the others to come along? Who is your team’s catalyst?
The combination of all six of these
characteristics - open communication, shared understanding of
organizational values. diversity, engagement, niching and the catalyst
– make for a very strong team. With the examples above as
inspiration, consider which of these six you need to focus on to help
your team achieve more.
1Ngen Performance, 2004.
For more information on holding a teambuilding session with your team, contact Kaleidoscopic at Inquiries@kscopic.ca
Word Games - My Team vs My Staff
As a manager or a supervisor, you have an opportunity to impact the
lives of the people around you either positively or negatively.
Your style of leadership influences the way the team will work
together. And your communication not only with but also about
them matters a great deal. For a current, pop culture example,
consider the most recent season of Global TV’s The Apprentice.
The final task that the two competitors faced was running a
high-profile event with a team of people who had previously been their
peers on the show but had been eliminated earlier in the season.
One of the competitors had a
very hierarchical approach to leadership, and in fact, did not like her
‘employees’ very much. She was open about her dislike of them and
critical of their abilities. The other competitor practically
gushed about her team and how great they were. She gave them due
credit and spoke sincerely about “my team”. The difference in
their leadership styles is evident through their choice in
language. One person chose to use the word ‘employee / staff’ and
the other person chose ‘team’.
The latter of course links the
leader with the others on the task, and creates more of a team
environment. The choice of terminology clearly indicates each
leader’s views about the people working with them. In fact, the
first competitor would probably say “working for” rather than “working
with”. Does the second competitor still step up to make decisions
that leaders need to make? Of course. But the way she was
able to do that continued to respect the other members of that
project. What’s your terminology of choice?
Case Example: Finding a Fit
A manufacturing company in the energy
sector had an employee who was dedicated, caring and professional in
all aspects of her job. She had been with the company for several
years and was well-liked and well-respected by her peers. While
she was good at what she did – administration – and liked the people
she worked with, she did not enjoy coming to work. The industry
was not a good fit for her.
Over the years, her supervisor noticed a gradual decrease in her morale
and that of the administrative team she managed. Finally, the
supervisor spoke with his team member and suggested that she might be
more satisfied working in another company, or even in another
industry. While she had not thought about her dissatisfaction in
these terms before, it was almost a relief to realize that the industry
was not a good niche for her. It did not allow her to use all of
her strengths. With support from her employer, she began the job
search and found a similar position with a large company in the
financial services sector where her skills were a better fit. Not
only was she happier going to work, she was more engaged and more
productive because of it.
Team Tip
Everyone likes to feel as
though his or her opinion has been valued. Whether the individual
is new to the team and bringing a fresh perspective, or a long-standing
member providing a voice of experience, whenever possible, have your
team contribute to resolving the challenges that come up
day-to-day. Team input into decisions not only bring together
more expertise and points of view, hearing from team members decreases
their resistance to the eventual decision.
If you would like to help your team achieve peak performance, contact Kaleidoscopic at
Next Month "In Focus" - Effective Communication |
