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Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘team members

The Key Components of Virtual Teams

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A team is a small number of people with complementary skills who, committed to common purpose and performance goals, hold themselves mutually accountable. Virtual teams on the other hand are teams of people who primarily interact electronically and may occasionally meet face-to-face. They include teams of people working at different geographic sites or a project team whose members telecommute.

Virtual teams effectively deal with the realities of time compression, distributed resources, increasing dependency on knowledge-based input, a premium on flexibility and adaptability, and the fact that most of the information they use is in electronic form.

They take advantage of the electronic infrastructure, which enables them to work in parallel rather than serially, having continuous access to the latest and best knowledge and information. This allows individual team members to participate from remote sites without abandoning other aspects of their work and home lives.

The flexibility of virtual teams allows them to bring new team members up to speed through the online record of ongoing work. The fact that they are able to capture their collective work electronically—often in real time—makes it easier for other teams to access their efforts.

This is important since the rationale for virtual teams centers around the differences in time and space for team members. Team members may not be physically connected, so it may not be practical to consistently travel for face-to-face meetings. The fact that individual team members may be working in different time zones and work shifts poses additional challenges for leaders who manage these teams.

Skill Sets

There are four basic components for the success of virtual teams:

  • The selection of the right team members
  • Identifying and communicating a clear and common purpose
  • Developing an appropriate high-performance technical infrastructure
  • Ensuring that the organizational culture supports the information sharing required by the team

Selection of the Right Team Members

Best practices in the management of virtual teams derived from the review of a number of corporate case studies reveal that the virtual team environment is not for everyone. Not all individuals are equally adept at handling the uncertainty and responsibilities associated with virtual teams. Past participants who require a significant amount of structure in their work environment have reported feeling lost in this type of less structured work environment. For the right candidate, virtual teams can provide the freedom, flexibility and challenge to maintain his or her interest.

Managers should choose individuals for virtual teamwork carefully. Individual team membership should be based on the core competencies needed to achieve the desired outcome. However, in selecting the right candidates, qualities like responsibility, dependability, independence and self-sufficiency crucial to the viability of virtual teamwork should be considered. Individuals who possess the needed skills and appropriate temperament should be recruited regardless of standing or title within the company. In many cases, an employee’s manager on one project may be their staff on the next. The bottom line is that virtual teams are developed based upon the skill sets best suited to meeting the project’s requirements.

The Virtual Team Concept

Virtual teams typically follow a three-part model, the components of which capture the essential qualities of successful virtual teams. They represent the capabilities and behaviors needed to succeed in complex knowledge work in virtual environments. The three components include:

  • People
  • Purpose
  • Links

People

People populate small groups and teams of every kind at every level.

Purpose

Purpose holds all groups together, but for teams, the task that expresses the shared goal is the purpose. The purpose should be defined according to the cooperative goals set at the beginning of any successful teaming process. Interdependent tasks enable teams to accomplish the desired purpose initially defined with outcomes and measurable results at the completion of the project.

Links

Links are the channels, interactions, and relationships weaving the fabric of the team as it develops over time. The greatest difference between conventional teams and virtual teams is the nature and variety of their links. It is what makes virtual teams distinctive. The electronic infrastructure accessed by virtual teams makes their distance-related interactions possible.

Trust in Virtual Teams

The world of virtual teams has many benefits in bringing together people of talent, providing international perspectives and saving a corporation the expense of physically bringing the team together.

However, virtual teams can’t work together until trust is established between its members. The dilemma faced by leaders is how team members build trust when they seldom if ever get a chance to meet the other person and observe their actions and behaviors. Before trust is established in virtual teams, individual team members must be able to answer three questions about one another:

  • Value – Do you have anything to offer me?
  • Commitment – Can I count on you?
  • Thoroughness – Will you get it straight?

Value

The initial conversation with a team member is the first place that value is displayed. Before any discussions and dialogue take place, qualifications of all team members should be shared with the team. This may be in the form of a resume, profile or professional listing that all can access.

Individual team members should be encouraged to communicate with each other and learn more about each other’s jobs, their personal goals and what they want and need from each other.

Leaders should inform team members that because most communications will take place electronically, their tone of voice, energy level and enthusiasm does much to transmit the value they are bringing to the team.

Commitment

Participation on a virtual team means that an individual’s work and contributions are not readily observable. This degree of freedom comes with added responsibility for individual team members. There is no one there to appreciate the efforts that one person is contributing to a project. The question becomes whether individual team members are committed to the success of the team. Other team members can only judge by what is related and shown to them. Team members need to be accessible, especially through instant messaging, to remind other team members that they are on the job.

Delivering large projects in smaller pieces is also advisable. Due to geographic constraints, personal commitment to the success of a virtual team takes additional work and increased expectations. It is up to team leaders to monitor the activities and output of individual members to ensure that all are committed to the success of the project.

Thoroughness

In the virtual world the most common response to something going wrong is silence. The burden of any mistake is more likely to fall on the absent person who “didn’t get the job done.”

Virtual team members must take control of their circumstances, double check and follow up more than in a face-to-face world. They must listen for concerns and questions from other team members. They must advise other team members of potential problems before they occur. Attention to minor details is more critical on virtual teams, since they can readily turn into major perceived problems by the rest of the team.

Once trust is established on a virtual team, its benefits will be realized. Things will work more smoothly with everyone sharing a positive attitude. The team will be more productive, respond to more significant opportunities and grow in both capabilities and confidence.

Excerpt: Managing Virtual Teams in the Global Economy: Pinpoint Leadership Skill Development Training (Majorium Business Press, Stevens Point, WI 2011) 19.95 USD
 
Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

December 17, 2013 at 10:55 am

How Personal Agendas Can Destroy a Team

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Effective teams worry about obtaining positive results. This is why they typically succeed in the projects they are assigned, and in implementing the positive solutions they generate.

Teams are unlike work groups. They are an assembly of people who are committed to balanced participation, equal contribution and regular deliberation. The ideas and abilities of individual team members need to be used for the overall good of the project or its purpose. Such a collaborative dynamic does not occur automatically. It takes a great deal of energy and purposeful activity and is easily destroyed by the lack of focus, agendas and motivation of participating team members.

Successful teams consciously focus on how to generate better results. To get them, a team needs to be able to organize its talent, assigned roles, tasks and processes so members remain interested and absorbed in what the team is charted to do and accomplish.

When a team does not worry about generating positive results, it will never function as effectively as it can. One reason is because members will resort to performing roles and taking stances that tend to suit and advance their own purposes and desires, but act against the best interests of the team.

These actions are quite destructive. They can easily undermine team success in terms of efficiently and effectively addressing and accomplishing the task it was assigned. These destructive forces must be guarded against if a team is to be a highly productive and functional decision making entity.

When a team fails to be results oriented, it tends to allow five major destructive forces to take root. This is the result of looking the other way and allowing members who have a tendency for continually “turning off,” “labeling,” “playing devil’s advocate,” “controlling” and “yes-butting” to take over team processes and group dynamic standards and structure.

To obtain better team results and sustain a high focus on generating them, with the least amount of disruptive interference, the team alone must become responsible for:

  • Minimizing actions that result in negative attitudes toward addressing and advancing the team project
  • Maximizing actions that make team participants enjoy the process of collaborative problem solving and experimentation
  • Modeling and reinforcing effective performance techniques that have a problem-centered focus
  • Getting team members excited about the project’s associated opportunities and challenges
  • Making the team as a whole eager to function effectively and cooperatively while moving it continually forward
  • Reducing frustrations to prevent members from becoming unmotivated and giving up
  • Overcoming and preventing these major destructive forces is absolutely necessary.

Turning off Others and Project Excitement

There are seven specific actions that work to turn others off as well as decrease levels of personal and team enthusiasm toward an assigned project:

  • Personal interruptions when someone is trying to explain something
  • Taking discussions off track
  • Ignoring what a speaker is saying
  • Ignoring and/or downplaying others and their responses
  • Using nonverbal negative communication tactics
  • Being singularly focused and totally closed-minded
  • Using derisive humor

Any of these actions indicate that a team member simply doesn’t want to take responsibility to help the team perform and function well, or take an active interest in what it is trying to accomplish and tend to generate a lot of conflict within a team.

This is because individuals who attempt to shut down the sharing of explanations, insights and opinions will impede team progress and problem solving efforts, which makes it difficult and frustrating for others who want to move forward.

It is easy to predict that the majority of team members will likely tend to isolate offending individuals rather than openly and conscientiously deal with their inappropriate actions in an attempt to alter or change their behavior. As a result the team loses a valuable member simply because it failed to adhere to and reinforce the standards of communication it had set for itself.

Labeling

When a team fails to maintain a results-oriented focus, it often allows labeling to go unchecked. When someone inside a team places a label on another member’s behavior or attempts to describe another’s attitudes or motives, this individual becomes a detrimental force to reckon with.

Major breakdowns in team process and progress are often due to intentional or unintentional labeling practices. Labeling occurs when team members: talk forcibly to someone, intentionally confront another person in an intimidating manner, suggest that another person has a particular attitude or unworthy motive, or react sharply by challenging what another person is saying or implying.

Whatever tactic is used, predictably speaking, a team can be certain that the person being attacked will immediately resort to a defensive position, and conflict and resentment will follow. This tends to disrupt and halt any discussion or conversation. In teams this is extremely detrimental and unproductive.

Not only do labels affect the whole team in a social way, but also seriously affect the individuals being labeled from a psychological standpoint. Members who are labeled negatively by their team counterparts or peers tend to: be more depressed, have a lower self-esteem, portray defensive characteristics, and dominate others as a personal protective measure.

Self-concept may play a large role in the everyday happenings of labeling behaviors. When a team member assigns a label to another team member, it may actually reflect how this particular person perceives and views him or herself.

Research further suggests that a person’s flexible self-concept influences the process by which people form impressions of others. In other words, self-concept impacts the labels one tends to apply to others.

No matter what, labeling practices are fairly predictable. Silence and non-participation will become more apparent within the team, and resentment toward others will cloud and hinder open communication.

Playing Devil’s Advocate

Playing the role of devil’s advocate is typically exhibited through the use of the word “no,” which oftentimes is referred to as “nay-saying.” Predictably, this type of occurrence generates not only conflict and chaos, but also frustration and stress within the team setting.

A devil’s advocate makes certain that whatever is ineffective or bad in regard to another’s idea, opinion or suggestion is openly and emphatically expressed. They emphasize so powerfully what is wrong with something, that what is right tends to get buried or ignored before it is even explored.

It is important to counter this type of team-subverting behavior, which can be done individually by interjecting something like:

  • “I heard what you had to say but I would also like to hear another’s point of view on this.”
  • “I am really not interested so much in why (name) takes this position as I am in (name’s) reasoning behind it, and this is what I wish to know more about.”
  • “I totally agree that there may be reasons why this won’t work, but I am intrigued by the possibility that it may work. Let’s address why and how it could possibly work
  • effectively.”

Controlling

Without maintaining a focus on how to get the best results possible, it becomes easy to predict that a team will allow one or more of its members to control its: progress, issues, structure, methods of problem solving, and overall situations. This becomes a major reason why a team ends up functioning far less effectively and obtaining lower-level results.

It is important to understand what control looks like so the team can proactively watch for and effectively handle these types of situations. Individuals who always attempt to take control tend to have personalities that are fear or pride driven, even though they may have no idea that these two factors continually influence them.

The team needs to take a step back and ask, “Why does this person feel the need to dictate or to control this issue or situation?” Most controlling individuals tend to fear that if they do not control the situation, they will lose control of their surroundings and influence.

Often control is related to one’s feelings of self-importance or pride as an individual feels the need to be in control to feel special or be the center of attention. Unfortunately, “pride” in a team setting often manifests itself as an unwillingness to back down or to surrender power or authority. Ultimately it is to accept that someone else might be right and that the other might be wrong.

The team and its members must realize that control is the opposite of trust. If a member feels the need to constantly be in control of what the team focuses on, how something is done or what it does, this individual is demonstrating that he or she does not trust the team to make appropriate or effective decisions on its own.

Predictably, this lack of trust is detrimental, especially within a team setting, since trust is a vital part of the team relationship process, which enables each person within it to feel important and trustworthy.

Many controlling personalities don’t ever think about what they are doing. Most don’t realize that they are controlling individuals until they are told. Control can be broken. It is not a permanent condition that cannot be changed. Most people who are controlling in their actions and behaviors want to change, they just don’t know how.

Several action steps members can take to help overcome control issues within the team environment include:

  • The first step requires the team to acknowledge that an individual is projecting a dominating or controlling personality.
  • The second step requires openly addressing it. For those with pride-based control, this is a difficult exercise, but a very important one that is crucial to change.
  • The third step requires the offending individual to accept needed, constructive criticism, which can be part of the set standards for the team.
  • This step will demonstrate a true desire on the person’s part to be a better team player. It also will begin to reestablish elements of personal as well as team trust.
  • The fourth step requires changing the team’s reaction to control-based situations. These circumstances will occasionally happen, but as a team it is important how its members react, address and respond to them.
  • The fifth step requires creating a more solid, positive team atmosphere, which includes keeping positive words flowing, never talking in a derogatory way about others, either in front of or away from them.

“Yes-Buts”

One of the most common occurrences within a team discussion is demonstrating the “yes-but” syndrome. This is typically done in response to someone’s ideas, suggestions or way to approach something.

Predicting the effects created by this is fairly reliable: unclear, ambiguous messages are sent and interpreted. Responses appear to say one thing but actually convey another leading to team communication breakdowns and miscommunication.

This is one of the hardest practices to detect within a team setting because it is often used so subtly and skillfully. Yes-buts:

  • Imply, “I heard what you said but you are wrong.”
  • Tend to be a personal discounting of what another person says or believes.
  • Tell the speaker, “As a listener I think you may have a good or useful idea or suggestion, but it isn’t worth much in this situation.”

The “yes-but” technique is often used to soften the blow of disagreement. This approach tends to occur most when members on the team attempt to personally sell an idea to others or want to take control of a situation.

Either way, “yes-butting” should be put to rest quickly. Allowing team members to apply this technique will predictably hinder progress while forcing likely effective solutions out of the problem solving picture.

Related:

Five Critical Factors of Team Success

The Use of Teams Requires Self-Discipline

When Performance Lags, Look to the Team Culture

Excerpt: Developing & Planning for Team Results (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 USD

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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Producing Better Decision-Making That Results in More Positive Outcomes

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One of the primary reasons organizations and companies go through the effort of developing a qualified team environment is to produce better decision-making that results in more positive outcomes. This creates a more effective, efficient and productive work environment that helps ensure the success of the organization.

Good decision-making is facilitated by open and effective team communication that allows teams to consider all perspectives and points of view. The synergy of the team allows it to make decisions and outcomes that individuals alone would be unable to reach. Properly done and implemented, effective team decision-making makes the job immensely easier for everyone involved.

When leaders build an effective team structure and facilitate its activities, they will find that teams are more effective and productive at making decisions than leaders alone would be. This not only makes the leader’s job easier, but also enables their organizational unit to be more effective in implementing new decisions.

The structure and synergy created in the team environment greatly enhances decision-making in all organizational settings. This section discusses what contributes to this enhanced decision making ability.

Increased Informational Flow

The structure and makeup of teams typically allows them to develop more information and data than the average individual is capable of producing. Additionally, because of the number and combination of individuals, teams can analyze information and data more effectively and efficiently than a single individual. These enhanced analytical skills allow teams to base their decisions more on facts and data in order to support their conclusions and recommendations.

Balanced Perspectives

The structure of the team allows for the input of more feedback and perspectives on any specific issue or topic because all team members are mandated to participate and supply their feedback. The team has the ability to produce a balanced perspective on any issue it reviews.

All Points of View Considered

The brainstorming and consensus-building techniques employed by most teams allow them to consider all points of view and perspectives supplied by team members. Throughout the process, concepts are built upon in order to consolidate ideas and perspectives and use the synergy of the group to create more powerful solutions. This allows the team to weigh alternative solutions before reaching a final decision.

Solutions Prioritized

The consensus building and synergy of the team in the decision making mode allows it to consider, weigh and prioritize all possible solutions to any issue or problem. This process is based on criteria established by the team ahead of time, freeing it from any personal bias or agenda. It allows teams to effectively filter all potential solutions in order to arrive at the best possible decision.

Positive Outcomes

The team process allows people to thoroughly consider all points of view and create balanced solutions that ultimately produce positive outcomes for the organization.

It should be noted that initial decision-making in new team environments can be awkward and time-consuming. As teams become more experienced and mature in making decisions, the entire process will become more streamlined, automatic and efficient. Leaders should avoid the temptation of minimizing the team’s ability to grow, especially during the early stages of team development. Doing so will hinder its potential for growth, effectiveness and productivity.

Excerpt: Boosting Team Communication: Pinpoint Leadership Skills Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Personal Agendas Can Destroy a Team

The Use of Teams Requires Self-Discipline

Overcoming and Preventing Groupthink

Seven Negative Roles & Behaviors Which Undermine Team Performance

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Building Strong Teams: Pinpoint Management Skill Development Training Series

Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Empowerment Is Not Synonymous With Surrender

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The maintenance of team strength requires ongoing leadership diligence and interaction. If leaders fail to pay attention to what is happening within the team culture and environment, it is easy to stumble into several pitfalls. Many major problems can be avoided by structured attentiveness.

It is easy for leaders to begin surrendering their personal authority as they actively work to empower team members. Many assume that individual teams are automatically able to meet the responsibilities assigned to them – thus making their jobs and workloads much lighter. When this belief takes hold, it is easy for leaders to assume that their responsibilities are being effectively handled. Because of it, they generally tend to miss the undercurrents and interactions that work to undermine team strength and productivity.

Because leaders understand that empowerment is not synonymous with surrender, they play an active, ongoing role in guiding and directing the actions of their individual teams. The roles and responsibilities of individual leaders are not subjugated to their teams. Rather, teams become a mechanism for leaders to be more effective within their organization and more productive in what they need to achieve within shorter periods of time.

There are a number of common pitfalls leaders can stumble into as they develop and build their teams.

Lack of Solid Team Structure

Leaders must ensure that their teams have a solid structure in place. This includes all team members having a clear and concise understanding of their roles and responsibilities. It also includes development of and adherence to the norms, rules and boundaries established during the team’s formation. Once a particular team has been established, a primary leadership responsibility is to make sure that the team adheres to its overall structure.

Not Being Observant

Within the team structure, leaders need to take a hands-off stance in regard to team matters and discussions in order to actively and impartially observe what is occurring. This enables them to be vigilant concerning internal team conflict, dominant personalities and other issues that can impact an individual team’s productivity, strength and performance. Leaders cannot assume that effective team management occurs automatically within the team growth and development process. Specific attention needs to be paid to all details when any negative occurrences take place.

Allowing or Minimizing Disruptive Team Behaviors

Leaders must understand that the team culture has a specific structure that guides and directs its progress and functioning. Specific roles must be assigned to maintain this structure for an adherence to the rules, boundaries and regulations that a particular team collectively develops.

One common pitfall many leaders stumble into involves allowing individual disruptive behaviors to continue to the point where they actively hamper the team’s progress. The acceptance of disruptive behaviors by leaders and other members can undermine overall team strength, as they have a tendency to intimidate less assertive participants into silence. Leaders must be vigilant for specific behaviors that inhibit the free-flow of ideas, thoughts and feedback within the team culture.

A Failure to Intervene

One of the team leader’s major responsibilities is to intervene whenever required to eliminate disruptive behaviors or any other barriers that negatively impact the entire team process. When they tend to overlook specific performance-inhibiting behaviors, they are ultimately undermining team strength. It is up to team leaders to take increasingly stern measures when intervening within the team environment. These measures often start with intervention in the group setting itself; if this proves ineffective, personal intervention with the offending member(s) must be undertaken.

Displaying Bias or Favoritism

It is easy for leaders familiar with the capabilities of individual team members to display favoritism toward one member over another. However, any open display of bias will automatically cause other team members to be less open in expressing their concerns, feedback and input. Biases and favoritism have the tendency to create a situation where specific team members become dominant, which, because of their power and influence, can result in the assertion of personal agendas and overall conflict.

Not Allowing Teams to Adequately Develop and Police Themselves

It is easy for leaders, especially within a new team environment, to assume total control over the team process. They feel that it is faster and more productive to “tell and instruct” the team in what to do than allow it to develop and chart its own course.

A team learns best when it grows through its mistakes and through problems it must solve on its own. It needs to be given the room to brainstorm and create solutions, while having the freedom to police itself when internal problems and conflicts surface due to disruptive behaviors or dominant personalities.

Team strength is developed when members are allowed to work collectively through specific challenging situations and arrive at effective solutions as a result of them.

Excerpt: Building Strong Teams: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

How Do Know If Your Teams Are Remaining Strong & Productive

Five Reasons Why Team Communications Can Deteriorate

Eight Strategies for Handling Disruptive Situations

Five Pitfalls Teams Need to Avoid

For Additional Information the Author Recommends the Following Books:

A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Building Team Roles & Direction: Pinpoint Leadership Skill Development Training Series

Developing a Team Approach: Pinpoint Leadership Skill Development Training Series

Developing & Planning for Team Results: Pinpoint Leadership Skill Development Training Series

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Personal Behavioral Patterns Can Interrupt Contact Between Team Members

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Interaction or contact between individual team members creates a personal impact caused by varying personality differences, which in turn directly affects how teams function. Team members must make contact with each other for teams to develop effectively.

Some individuals tend to make immediate team contact without hesitation, through initiating or actively participating in conversations and discussions. Others tend to wait to make contact until invited into interactive encounters. This is a direct reflection of their individual personality styles and how they relate to others and their surroundings.

Each individual member has a complex series of relationships within a team. Most of these relationships are one-to-one with other team members. However, it should be noted that individual members also have a relationship with the team itself and with each subunit of the team.

It is essential for leaders to consider how their focus on team member relationships and willingness to work to make interactions more beneficial directly impacts their teams’ performance and results. The fact that individual personality styles can enhance or inhibit member relationships has ramifications for the team communication process and impacts members’ abilities to solve problems, arrive at consensus and make effective decisions. Therefore, it is important for leaders to pay attention to these characteristics and intercede when they occur to reestablish or maintain positive interaction.

Five personal behavior patterns can interrupt contact between team members. These patterns account for the various ways some team members tend to block or inhibit their relationships with others and create barriers to team effectiveness.

All of the five behaviors outlined below are interlinked and can be exhibited by all individuals, including leaders.

Projection and Mirroring

Projection interrupts contact by producing an overreaction to certain qualities displayed by other team members. Many times individuals who use projection are totally unaware that the team members who generally overreact possess the same behavioral tendencies.

Oftentimes mirroring is displayed when particular individuals accuse others of doing or saying something that reflects their own personal behaviors.

Both of these behaviors are so prominent with certain personalities that these individuals become hypersensitive in their responses and actions with others. Projection and mirroring effectively block contact since there is always an element of judgment involved in the interaction. This invariably places other team members into defensive postures that result in ongoing internal team conflict.

Introjection

Introjection interrupts contact through a lack of thought discrimination on the part of certain individuals in accepting information, perspectives and ideas without question. Team members with a strong tendency toward introjection may work closely with other selective team members whose superior experience is accepted and unchallenged, either through admiration or intimidation.

Team members who tend to introject generally lack the experience, seasoning and expertise to openly and confidently challenge new ideas, perceptions and concepts. Consequently, introjection is considered a part of their overall learning process.

Retroflection

Retroflection interrupts contact, as individuals exhibiting this behavior do for themselves as they would do for others or as they would like others to do for them. Feelings of personal guilt are a classic form of retroflection, where fault is personally accepted without outwardly criticizing others. Retroflection is also a superb form of personal defense. It is often displayed through the avoidance of conflict, which creates a “dead area” in team relationships. Because of retroflection, certain concerned team members often find themselves becoming depressed or deflated.

Confluence

Confluence interrupts contact through a team member’s strong reluctance or inability to reflect inwardly. Outward contact is considered necessary and a top priority for individuals who display this behavioral trait. These members are strongly team-oriented and will often refuse to disband their teams when assignments are completed. Or, these individuals will tend to remain in contact with specific team members long after their teams have been dismantled and their projects disbanded. Additionally, team members who exhibit confluence tend to possess the inability to adequately pace themselves in their tasks and assignments.

Deflection

Deflection is an instinctive avoidance of contact. It is often displayed through the refusal to share personal feelings, perceptions or feedback. It is also identified in interruptive attempts to change subjects, generalize discussions, or tell stories rather than to focus on tasks. Some individuals often use deflection as a way to avoid emotional contact with other team members.

Excerpt: Personality Differences within the Team Setting: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Five Pitfalls Teams Need to Avoid

Seven Negative Roles & Behaviors Which Undermine Team Performance

Is Conflict Destructive to Your Organization?

The Challenge of Handling Conflict

For Additional Information the Author Recommends the Following Books:

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series

Boosting Team Communication:  Pinpoint Leadership Skills Development Training Series

Conflict Resolution: Pinpoint Management Skill Development Series

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Team Members Support One Another, Collaborate Freely and Communicate Openly

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The formation of teams creates substantial and sustainable long-term benefits for the organization, including the fostering of a self-managing environment where employees are fully empowered to make decisions that increase their efficiency, effectiveness and overall productivity.

Many organizations will transition from groups and committees to formally structured teams with specific goals and objectives that are chartered by the organization to fulfill a specific purpose. Within the company, the transition can be either smooth from one environment to another, or sudden, resulting in traumatic organizational changes.

It is important for leaders to understand that the nature of a team is based upon a discipline that the team structure imposes on itself. Teams create a fully empowered environment that allows organizations to become more efficient, effective and productive. This shift provides companies with the flexibility to become more adaptive to the forces of change, and as a result the world has witnessed an overall increase in global competition in virtually every industry.

Many organizations purport to have so-called team environments, but some standard working groups are mislabeled or misidentified as teams. Some of the most common groups to be mislabeled as teams are discussed below.

Committees

Organizational committees usually serve as an investigative or advisory body reporting to an appointed person or to the one who organized them.

Task Forces

Organizational task forces are temporary problem solving groups formed to deal with issues that overlap lines of authority. A task force may, for its duration, be full or part time.

Quality Circles

Quality circles consist of groups of employees and supervisors who are seeking ways to increase the effectiveness of workgroups through higher productivity and improved quality.

Project Groups

Project groups are organized to work specifically on a project such as a new product or a new facility. Like the task force, the project group may have a temporary existence. When its mission is accomplished, the group disbands.

Teams have many traits that distinguish them from groups. They are normally chartered to fulfill a specific organizational purpose. The most distinguishing characteristic of a team is that its members have as their highest priority the accomplishment of team goals.

The most important business at hand is the success of the team in reaching the collective goals set by its members. Members support one another, collaborate freely and communicate openly and clearly with one another. Effective teams are able to accomplish their organizational purpose within specific areas, as outlined below.

Information

Within the effective team environment, information flows freely—horizontally, vertically and to the entire team. There is a full sharing of information among team members, and individuals are open and honest about what they are communicating with each other.

Personal Relationships

As the team environment develops and is fostered, nurtured and sustained, relationships on the team become more trusting, respectful, collaborative and supportive. Individuals learn to work together and respect one another’s input, perspective and opinions.

Conflict

Within a healthy team environment, conflict is regarded as natural and helpful when it centers around examining issues and key points that need to be addressed and is confined to issues, not personalities. In most group environments conflict is often rooted in personal traits, motives and agendas that tend to be destructive to everyone involved. Once the team environment is fostered and developed, most team members will use conflict constructively to address issues, solve problems and make decisions by examining all aspects of each element.

Team Atmosphere

As team members learn to work with each other in an effective team environment, they become more trusting, respectful, collaborative and supportive, creating an open and nonthreatening environment in which to operate.

Decisions

Decisions in the team environment are arrived at by consensus rather than by a majority vote or by forcing members to agree with the decision of the group. By arriving at a consensus, each team member is fully committed to a full and efficient use of the resources available to the team. In this manner each team member is fully responsible for the decision of the entire team.

Creativity

Within many organizational groups, the emphasis is on activity and end input, rather than output and solutions. Within an effective team environment, the team members create more solution-oriented outcomes. The focus of the group is on results, not activity.

Power Base

Within many organizational groups, it is not uncommon to see power hoarded by individuals or small groups based on internal politics and personal agendas. However, in an effective team environment the power of the team is shared by all of its members. It is based on the competence of each member and the contributions that each makes to the team.

Motivation

Within many organizational environments individual achievement is valued without concern for the group. Individuals and groups place their personal interests over and above the interests of the organization. However, on a team, the individual members set the environment for a commitment to group goals. Rather than being coerced and pressured to go along with imposed goals, members find that there is more chance for achievement through the advancement of the team.

Reward

Within many organizational groups the basis for rewards is often unclear. They can be based on subjective and often arbitrary appraisals of performance, favoring specific individuals over others. However, within an effective team environment the rewards are based on the contribution that the group provides to the organization. The team, rather than individuals within the team, is rewarded for its performance.

Excerpt: A Team’s Purpose, Function & Use: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

There are Only Three Reasons to Form a Team

Seven Characteristics of Strong Teams

Seven Negative Roles & Behaviors Which Undermine Team Performance

Five Critical Factors of Team Success

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Communication Starts With Respecting What Others Have To Say

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As teams are composed of different personalities with different communication styles, communication problems will occur even when team structures are properly constructed and implemented.

Leaders must learn to deal with the practical elements of communication and overcome problems associated with group or team dynamics before moving ahead with more advanced communication issues.

It is important for leaders to understand that before teams can learn to communicate effectively, team members must first learn to communicate by each respecting what the other has to say. Leaders will find that this is the initial challenge that must be overcome after team formation.

Leaders should understand the common problems experienced by groups that can hinder the effectiveness and productivity of the team.

Floundering

Teams commonly have trouble intiating and ending discussions. Members flounder, wondering what actions to take next. Resistance is experienced as the team moves from one phase of the discussion to the next.

Problems from the onset suggest the team lacks clarity or is overwhelmed by the assignment. These startup problems suggest that team members are not comfortable enough with one another to engage in meaningful discussions.

Floundering during discussions suggests that the team has not arrived at a consensus. Team members can be reluctant to expose their work to review and criticism.

Overbearing Participants

Overbearing participants wield a disproportionate amount of influence over the team. They often have a senior rank within the company or possess in-depth technical knowledge. While most teams benefit from their participation, they can cause problems when they forbid any discussion that encroaches on their area of expertise or authority. Overbearing participants will tend to see such group solutions as unworkable, or they will use technical jargon signaling that the subject is off-limits to the group.

Leaders can minimize these problems by reinforcing to the team that, as long as it pertains to the current subject, no area is off-limits. Privately, leaders can talk with overbearing individuals to let them know that it is important for the group to explore the particular subject and for individuals to understand the process.

Dominating Participants

Some team members can consume a disproportionate amount of time by talking too much. Their excessive input inhibits other members of the team from participating. Leaders should structure discussions to encourage equal participation, and openly solicit input and contributions from all team members.

Reluctant Participants

Reluctant participants may feel shy or unsure of themselves in the team, and must be encouraged to contribute their ideas and perspectives. Problems can develop when there are no activities built-in to persuade these individuals to participate.

Leaders must act as gatekeepers to the discussion by openly and actively soliciting input and contributions from these individuals. These measures ensure balanced participation from the entire team.

Self-Assured Statements

Some individuals express personal beliefs and assumptions in a self-assured manner. These statements are so forceful that other team members assume they are hearing a presentation of facts. Consequently, members are reluctant to question these statements without facts and data to defend their position. They may also fear being wrong and thus losing face with the team.

Leaders cannot allow unquestioned acceptance of opinions as facts. They must use techniques and questions that compel members to support their statement with facts and to hold it up to the scrutiny of the entire team.

Rush to Accomplishment

Many teams will have individual members who are impatient and wish to rush through the training activity. These members will come to a decision before the team has had the time to discuss and consider alternative solutions. They will then urge the group to decide matters quickly, and will discourage any further efforts to analyze or discuss the matter. These members can communicate their impatience using nonverbal behavior or direct statements.

Leaders must remind the group of their focus and make sure that specific members do not exert pressure on the team to finish prematurely. If all else fails, leaders may need to directly confront the offender.

Attribution

As a way of bringing meaning to apparent disorder and confusion, people tend to attribute motives to individuals they disagree with or don’t understand. This behavior can lead to hostility in the team environment. Leaders must reaffirm the purpose, boundaries and framework of the training exercise and intervene when such behaviors are exhibited by team members.

Discounting

Discounting occurs when team members fail to assign other members’ ideas and options any validity, credence or credit. If discounting happens frequently, teams can experience hostility.

Every team member deserves respect and attention from the entire team. Leaders must ensure that the team is trained from the onset in active listening and other constructive behaviors. When possible, the leader should provide support to the discounted individual. Leaders will also need to privately discuss the matter with the team member who is responsible for discounting.

Digression and Tangents

Wide-ranging and unfocused team discussions are a natural tendency as teams stray from the topic. While some digressions may be entertaining, they divert the team from the purpose of the activity. Team facilitators are responsible for bringing these discussions back to the team’s agenda.

Feuding Team Members

Feuding team members can disrupt the entire team with their personal disagreements. Usually these feuds predate the team and are best dealt with outside of the team environment. Leaders can offer to facilitate a discussion to end the personal feud or at least arrive at an agreement concerning their behavior in the team setting.

Excerpt: Boosting Team Communication: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Are Your Teams Really Working Groups?

Seven Negative Roles & Behaviors Which Undermine Team Performance

When Performance Lags, Look to the Team Culture

Strategies and Solutions for Solving Team Problems

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 (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

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