Posts Tagged ‘Team focus’
A group does not become a team until it can hold itself accountable as a team. This requires discipline that brings the team together with a common purpose, approach and responsibility. This discipline is critical to the success of all teams. Yet, effective teams also have a focus within the organization.
Trust and commitment are the results of individuals working toward a common objective. Consequently, teams enjoy a strong common purpose and approach that holds them responsible both as individuals and as a team for their performance. This sense of mutual accountability produces the rich reward of equal achievement that is shared by all team members.
This topic is of critical importance to leaders because teams are becoming the primary unit of performance management in many organizations. This does not mean that teams will crowd out individual opportunities in a formal hierarchy: teams will enhance existing structures without replacing them. Team opportunities exist anywhere hierarchy and organizational boundaries inhibit the skills and perspective needed for optimal results. Teams have a unique potential to deliver results to the organization in these situations.
Organizations must create the kind of environment that enables performance by teams, individuals and the organization.
Groups established as teams with the primary purposes of job enhancement, communication, organizational effectiveness or excellence rarely become effective. Only when appropriate performance goals are set can the process of discussing objectives and approaches give team members clear alternatives. At that point they can disagree with the goal and the path that the team selects; in effect, they can opt out, or they can pitch in and become accountable with and to their team members.
Most effective teams are classified in one of three ways.
Teams That Recommend
These teams include task forces, project groups, audit groups, quality groups and safety groups that are asked to study and resolve particular problems. Teams formed to render recommendations almost always have predetermined completion dates. Two critical issues unique to such teams are getting off to a fast, constructive start and dealing with the ultimate handoff required to get their recommendations implemented.
The key to the issue of a fast start lies with the clarity of the team’s charter and the composition of its membership. In addition to wanting to know why and how their efforts are important, task forces need a clear direction as to time commitment and the people senior management expects to participate. Management can assist these groups by ensuring the inclusion of individuals with the skills and influence necessary for crafting practical recommendations that will carry weight throughout the organization.
The ultimate handoff is almost always a difficulty for such teams. To avoid this, teams should transfer the responsibility for recommendations to those who must implement them. The more that senior management assumes recommendations will just “happen,” the less likely this will be the case. The more involvement team members have in executing their recommendations, the more likely they will get implemented.
Teams That Make or Do
These teams include people at or near the front lines who are well acquainted with the value-added activities of the organization and responsible for basic manufacturing, development operations, marketing, sales or service. With some notable exceptions, such as new product development or process design teams, these teams tend to have no set completion dates, as their activities are ongoing and continuous.
These teams have the greatest impact on their organization when they focus on the company’s critical delivery points. These are the places where the cost and value of products and services are most directly determined. Performance at these points depends upon combining multiple skills, perspectives and judgments in real time. Here the team option is considered the smartest direction for organizations to proceed.
Teams that make or do must have a relentless focus on performance. Senior management must make clear, compelling demands on these teams and pay constant attention to their progress with respect to both team basics and performance results.
Teams That Run Things
Despite the fact that many leaders refer to the group reporting to them as a team, few groups accept this label. Groups that become real teams seldom think of themselves as a team due to the high degree to which they are focused on performance results.
The main issue these teams face is the determination of whether a real team approach is appropriate to the situation. As many entities can be more effective as working groups than teams, the key is to decide whether individual performances will suffice or substantial and incremental performance through real team products is required.
Working groups present fewer risks in that they need little time to shape their purpose since the leader usually establishes it, meetings are run regardless of prior ties to agendas, and group decisions are implemented in relation to specific individual assignments and accountabilities.
In practical terms, most teams that run things tend to be smaller, usually two to four people.
Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 17.95 USD
If you would like to learn more about focusing teams to produce results and positive outcomes, refer to A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It
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