teamwork – Engaging Potential

01 Feb

Committed collaboration

“Life is not a solo act.” – Tim Gunn

Many organisations, large and small, identify the importance of collaboration. For a lot of companies, it is a core competency against which they may measure their employees. Yet in what is becoming an increasingly competitive world, does collaboration still have the same relevance?

We think yes. We think that from collaboration, great ideas, products, and services are born.

A quick Google search on ‘what is collaboration’, headlines with two possible meanings:

1. The action of working with someone to produce something

2. Traitorous cooperation with an enemy

Well, the first sounds a bit boring and the second could be true with serious office politics at play!

The same Google search reveals many other bloggers talking about the same thing – what is collaboration? Purposefully not reading them, we considered whether another article about collaboration was needed!

What we do want to address is the approach that we have labelled ‘committed collaboration’.

Yes, collaboration is the ‘action of working with someone to produce something’ – it still sounds a bit boring! Committed collaboration should not be boring, not even a little bit. It encompasses mindset, thought-sharing, and blended action.

Mindset

To undertake committed collaboration with one or more people, you must bring the right attitude or mindset to the exercise. Whether a short or a long-term project or relationship, starting with the right mindset can be critical to a successful collaboration. This is fine if you like the other party and/or have chosen to work with them – you will generally be excited or keen to start working with them. But what if your boss makes you work on a project with someone you despise and on tasks that you loathe? OK, a worse case example, yet many collaborations are not always as we would like them.

So when you start your collaboration, kick-start the right mindset. To help, consider:

What can I personally learn from working with this person/s and on this project?
What can I bring to the collaboration?
What type of person do I want to be seen as in the workplace?
What will I need to bring to the collaboration to achieve our goals and the above?
What are the challenges I might envisage and how will I approach them if they arise?

If you start with the right mindset and keep revisiting these questions, you have created an internal commitment that should translate into the appropriate behaviours.

Even if you don’t personally like someone you are collaborating with , look for ways to bring a positive attitude to the work. Make a commitment to yourself to have genuine regard for those you are collaborating with – you don’t have to like them, or be friends forever, yet you should have respect for them as a fellow human being.

If you don’t like the project or work you are doing in the collaboration, try to find a positive outcome it might help you achieve, something it might lead to in the future, or a skill that you might be able to develop. Throughout the project or work, balance the tasks that you don’t enjoy with ones you do enjoy.

Make a commitment to work well with others and take pride in whatever it is you are collaborating on.

Thought-sharing

To have effective collaboration, all parties must bring their thoughts, ideas and opinions to the table. And others involved must have an open-mind and respect to listen!

Find a way with those you are collaborating with to share thoughts – be it about the objectives of a project, the steps to achieve goals, or the measures of success. You might need to ask people in advance to bring their thoughts to a meeting, hold a brainstorming session over lunch, or gather input over email – there are hundreds of ways to thought-share!

Each person may have a slightly different opinion or idea, yet it is important for all of these thoughts (relevant ones!) to be shared. Without generating ‘analysis paralysis’ you want to ensure that everyone has had a chance to contribute to discussions. Otherwise, it’s not truly collaborating and could just be ‘follow the leader’ – or ‘whoever screams loudest wins’!

Many people think deep down (actually most of us in the corporate world, if we are honest!) that we know the best way or hold the right perspective in situations familiar to us. Yet if we block thought-sharing, how can we innovate, how can we personally learn from others and how can we call it ‘collaborating’?

So with an open mind and a genuine regard for others, encourage thought-sharing as part of your collaboration.

Blended action

Blended action could be just another way of saying – ‘action plan’ and ‘roles and responsibility’. However the intent of ‘blended action’ is that after discussion, decisions must be made and actions taken that recognise the varied opinions and skills of those involved. It’s not just about assigning tasks to each other and then working in silos.

Blended action is all about:

Reaching decisions that truly take into account the thought-sharing that has occurred – “We recognise all of these ideas and opinions and we think the way to move ahead is ____, for these reasons____.”

Understanding the skills different people and you yourself bring and agreeing on how tasks are allocated and potentially shared. You’re not competing here – you’re collaborating!

Checking-in with each other regularly – how are we tracking, who needs some extra help here, what else should we be doing to make this a success?

After bringing the right mind-set, thought-sharing and engaging in blended action, you are well on the way to committed collaboration. And isn’t that more enjoyable and interesting than just ‘working with someone to produce something’?

Happy collaborating!

(this post was inspired by a wonderful collaboration partnership Engaging Potential is actively involved in – one that combines the super powers of two companies to create a fabulous client offering)

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

10 May

What to do when a cross-functional team gets cross

“The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world, but if they don’t play together, the club won’t be worth a dime.” – Babe Ruth

Cross functional teams can be fabulous – a way to productively collaborate across a business or even across businesses. However they are not always a happy team in motion. For various reasons a cross functional team can derail – conflict, confusion and crisis can result.

So what do you do if the team isn’t working so well? No perfect answer, however it must be addressed.

Call it

Someone has to identify that there is an issue. It must be raised with the group – not in small sub groups, not behind other team members’ backs. Call it in the team environment.

Explain that you think there might be an issue stopping the team from working effectively
Identify the major issue – do not make it personal – make it behaviour based and without laying blame
Outline how you see the consequence of the issue – e.g. what is it preventing the team from doing?
Ask the group what they think (not everyone has to agree there is an issue; everyone must respect others’ views)

Be solutions oriented

Once the group have acknowledged there is an issue – focus on looking for a solution. Unless it is a complicated issue, you may not even need to identify the exact cause – it could just be, for example, ‘ we have issues making decisions’.

Brainstorm – how could we make this better?
Prioritise – what are the three main actions we should take from this brainstorm list (have the team vote if there is not agreement on the priorities for action)
Action plan – what will we do by when? how will we hold ourselves accountable to this? when should we regroup to see how things are going?

Regroup and assess

It’s a good idea to check in again – whether a week or a month later – to see how things are tracking.

Ask the group if the actions agreed were implemented
Discuss whether these actions have addressed the issue
If there are still issues, decide how to move forward – sometimes this might require external facilitation to assess the problem further, to decide on team norms or to help the group understand principles of effective teamwork; other times it might just involve re-looking at the possible actions together

Happy teaming!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

01 Dec

Creating a high performance team – the building of trust

“The essence of trust is not in its bind, but in its bond” – Unknown

Perhaps one of the most fundamental factors for a successful cross functional team is the building of trust across the group. Many such teams are made up of people from varied roles, departments, and often cultures – it is no surprise that there will be different perspectives, working styles, goals and personalities, all of which can fuel the obvious question – “Who are you and what do you offer the team?”

In any team different styles and perspectives can create tensions and it is often exaggerated in cross functional teams where there are different reporting lines and core responsibilities at play. It is critical that the team leader encourages and allows time for exercises that build understanding and trust. The popular Forrester/Drexler Team Performance™ Indicator identifies mutual regard, forthrightness and reliability as being the keys to success for trust building; without these you may have caution, mistrust and facade.

So how do you build trust in a cross functional team? Below are some ideas for team leaders to consider.

Putting people at ease – At the first meeting, allow time up front for the group to chat in a relaxed environment. You might organise coffee half an hour before, meet in a coffee shop the day prior, have a casual dinner the night before. The environment should be as relaxed as possible and the team leader should introduce, mingle and facilitate a sense of inclusion. Whatever works for your situation, it is important that there is time to get to know each other outside of the meeting – small talk is a first step to feeling at ease with someone. Even if the team has worked together before, each project can benefit from this connection or reconnection before the work begins.
Understanding backgrounds – Even if everyone on the team knows each other, there is enormous benefit in introducing what team members individually bring to the table. Sometimes we might think we know someone at work, yet we have no awareness of the skills they have or the experience they bring. Such an introduction can be done by simply going around the group at the first meeting and having them describe their working background. If more structure is needed (so one person doesn’t take up all the time!) write 3 questions on the whiteboard for people to answer. For example: Who are you representing on this team? What past experience can you bring to the discussions? What expertise should we be calling on you for? You can have the discussions around the table, break into pairs and have the pairs introduce each other when you regroup, ask for the information before hand and conduct a ‘who am I quiz’ during the meeting…however you do it, make time for valuing individual backgrounds.
Developing team ‘norms’ – Right up front, it is ideal to agree as a team on certain operating principles. This can be done using an external facilitator (helps the team leader be part of the discussion) or the team leader can coordinate. Discuss what team norms are (e.g. how we operate, what’s important to us to make sure we are effective) and how they will be used (e.g. as our guiding principles that we will hold each other accountable to at each meeting). Show some heading prompts – meetings, problem solving, resolving tough issues, values, decision-making, communicating – and ask the team to think about what’s important to them when working in a group – either around these headings, or in other areas. A good question to ask is “What helps you contribute effectively and feel productive in a team?” Have each person write on post-it / sticky notes (one comment per sticky note) and put them on a whiteboard or flip chart. Group similar ideas and encourage discussion and expansion where required. Consolidate key points and capture for distribution – “We agree to… We will…” Common norms are: be on time for meetings, one person talking at a time, respond to emails within 48 hours, putting tough issues and disagreements on the table, be open and honest at all times, phones off in meetings! Because cross functional teams are diverse, the norms must reflect all views.
Addressing difficult issues before they happen – Some teams will be working on projects where it is likely discussions will get heated or differences of opinion will occur. Identifying what the issues might be even before they arise is a good way to encourage honesty, understanding and appropriate conversation. This doesn’t mean that you will avoid conflict or tough discussions, but by acknowledging that they might occur it helps people be prepared. It also shows that the leader understands the project. A team leader might highlight that there are likely to be differences of opinion and encourage team members to share openly and honestly while respecting others may not agree; you could ask the team how they propose handling difficult issues or decision-making when there is a disconnect.

These are a few ideas to help build trust within a cross functional team. These types of activities will need to occur throughout the time working together – creating and then sustaining trust. If trust can be built early on, you will start the project in a productive way – it’s definitely worth spending the time on trust building.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

21 Mar

High performance teams – just another fad?

“Think of yourself as on the threshold of unparalleled success. A whole clear, glorious life lies before you. Achieve! Achieve!” – Andrew Carnegie

The term ‘High Performance Team’ has been around for a while now, but is it just another corporate phrase or organisational fad?

Actually, if you peel back the ‘High Performance Team’ (HPT) label by changing the very important looking title case (i.e. getting rid of the capital letters for each word) you have something that has been around since caveman times!

In the early ages of man, teams formed into what we might call family groups, or tribes. These groups were formed out of the necessity associated with survival. A team that had a common purpose, shared their strengths and tolerated differences would be more likely to obtain food, ward off attackers and raise healthy offspring. High performing teams were born!

In the corporate world, there is indeed still ‘survival of the fittest’ at play. A team that operates effectively, collaborates well with stakeholders and delivers results is likely to be a team that achieves reward, combats competitive threats and develops competent team members. This type of team will generally have what we have referred to in previous posts as team SPARK. The team will have positive energy and satisfied members. The benefits of such a team are many – lower disgruntled turnover, fewer sick days, higher career progression rates, stronger company wide interaction, increased efficiency and ultimately greater business returns.

So what’s important in creating a high performance team? Firstly, there must be consistent help from the team leader or coach. At the micro level, teams that are performing will generally have a manager or team leader with excellent leadership qualities (never fear, many of these can be learnt!). At the macro level, organisations with a large set of high performing teams will have a strong leadership team and company head.

Leaders of high performance teams (whether departmental or cross-functional) coach their team members individually and collectively to engage their passions, leverage their strengths and inspire outcomes. They communicate effectively with their team and deliver and seek feedback. These leaders are clear on objectives and facilitate achievement.

The second important factor in creating a high performance team is to have a process to follow. Now this is not “a process for the sake of it”. A process is simply a structure or model that breaks down the key milestones a team must go through towards high performance. You have to start somewhere to get the team to that ‘wow’ phase of super achievement. And even when you get there, you will have to revisit the milestones if there is an impacting challenge or if new members join the team. A process provides the framework and language around which the team can develop.

There are many HPT models out there and all have their merits. One very good model is the Drexler-Sibbert Team Performance™ Model. This is a well structured and supported model that can be used alone or with team diagnostics. The model moves through time from creating to sustaining. There are 7 milestones or phases – Orientation, Trust Building, Goal Clarification, Committment, Implementation, High Performance and Renewal (Team Performance Model Overview, The Grove Consultants International)

Whatever framework you use to help the development of your team, the third important element is to recognise time. This is an evolving process and one that will change its focus as new challenges and opportunities emerge. The team must know what they are aiming towards (their shared purpose) and that it will take time, patience and willingness to achieve high performance team status. As a manager, coach or external facilitator you must ensure the team is supported and encouraged towards their ultimate goal.

So, to create a high performance team, there are three key factors to help you get started:

Leadership
Recognised milestones
Time

Developing and working with a High Performance Team is rewarding and motivating. From cavemen to corporates, the benefits are worth the time and energy to get there.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

19 Oct

Team ‘spark’

“No one can whistle a symphony. It takes an orchestra to play it.” – H.E. Luccock

What level of energy is there in your team? Are team members motivated? How much ‘spark’ does your team have?

Teams all go through different motivational phases, impacted by projects, individual influencers and wider company impacts. Overall though, certain teams will have a visible energy, while others can appear tired, negative or unmotivated. How would you describe your team’s motivation or energy?

Team ‘spark’ is a phenomena that some teams create through individual contribution, team cohesion and strong leadership.

Breaking it down more simply:

S: Smile – Do your team members smile at work? Do they smile at each other and at customers? How much fun do you have as a team? (Yes, you can have fun at work!)
P: Participation – Do people participate in team discussions and problem solving? Are they interested in what the team is trying to achieve? Do they want to contribute to team success?
A: Attitude – Is your team made up of people with a positive attitude? Does the team have a ‘can do’ approach?
R: Respect – Do team members respect each other, their customers and other colleagues? Do they demonstrate this respect every day in meetings, in emails and general dialogue?
K: Knowledge: Does the team share knowledge internally and externally? Do they work to build their knowledge of the company, of products and services, of industry influences?

If you answered ‘YES’ to many of these questions, chances are your team has ‘SPARK’; your team has energy! This may be demonstrated through positive attitudes (especially during times of change) a keen interest in the company’s achievements, support of each other in achieving team goals, and even laughter at work!

A team with SPARK will generally have better retention of staff, higher morale, noticeable efficiency and effectiveness and of course greater achievement of goals compared to other teams with less energy and motivation. And not to forget the flow on effects – of less sick days, better stress management, stronger support networks and improved company or team external advocacy.

How to develop a team’s SPARK?

Here are some examples:

Organise a team meeting away from the office to formulate a team vision; finish the day with a team building activity that is fun, non work related and team based.
Establish team operating guidelines. How will we communicate and operate effectively in meetings, on projects, in daily work?
Regularly celebrate success. Recognise a project completed, a new client signed up, even a new skill learnt.
Get to know each other better. At team meetings assign a portion of time to developing an understanding of each team members role, exploring personality preferences (e.g. Myers Briggs Type Indicator) or simply finding out what motivates each other.
As a manager, coach team members towards developing behaviours that enhance their own or their team’s SPARK.
Train the team to give effective feedback and then encourage regular feedback (positive and developmental) within the team.
Set up a knowledge sharing forum on-line for team members to contribute snippets of appropriate industry, company or product knowledge. Or even ‘know how’ tips for daily tasks e.g. powerpoint, spreadsheets, selling etc.
Welcome fun! Share a joke on the team internal voicemail, go out to lunch, play a spontaneous game of office soccer, leave a bowl of chocolates out for a quick break – the list is endless for simple and appropriate moments to have the team smile.

So SPARK some energy into your team and enjoy the results!

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!

24 Sep

Team vision

“Teamwork is the ability to work toward a common vision…It is the fuel that allows common people to attain uncommon results.” – Unknown

Does your workplace team have a vision? If it does, can you state what it is?

Many teams do have a team ‘vision’ – a sentence that describes where they are headed. Often though, the words are difficult to recall and team members do not always remember what the vision is. They don’t remember because they don’t feel connected to it.

There are many reasons why you may not connect with your team vision – perhaps you weren’t involved in its creation; you find it too wordy; you are unsure what it really means; it seems removed from your daily work. Not relating to the vision does not mean you are not able to do a good job – it may just mean that your team are not focused on a common future goal that stretches capabilities and inspires continuous improvement.

A vision is not essential to team operation, however a good vision can be a powerful tool to create team cohesion and success. A vision can provide a common inspiration that encourages team members to support each other’s efforts; it can give direction and focus during turbulent times; it can stretch achievements as team members strive for a different future state.

Creating a great vision is not easy and does take time. Once it is decided, it will need to be revisited regularly and eventually it will need to be updated. But if done well and if the team are connected to the vision, its ongoing evolution should help motivate and challenge the group.

How to get started?

If your wider company has a vision become familiar with it and what it means
Brainstorm how your team contributes to where the company is heading – what do you do that will support achieving the company vision?
Think about who your stakeholders and customers are – what problems do you solve for them; how do you collaborate with them; how do you want to see this evolve in the future?
What words or phrases describe your team now; what would you like these to be in one or two years time?
What are your current focus areas; what should they be for future success?
What themes are emerging from your discussion – are there consistent aspects related to your future focus?

These are some simple ideas to get started and there are many other ways to explore your desired future state. Chat to colleagues about what they have done to create a team vision, discuss your plans with a mentor or coach, explore options with Human Resources or an experienced facilitator.

Remember, a vision should be future focussed (aspirational) and should be inspiring to the team. There should be genuine connection with where the team is heading and all team members should be able to articulate what they contribute towards the team’s vision.

Once you have your team vision, you will need the team to decide what steps are important to work towards the vision – these will be objectives or critical success factors to focus on to achieve future success.

A common goal is a first step to encouraging teamwork and team success. Creating an inspiring vision can take the team beyond today’s achievements and might just motivate remarkable outcomes.

engagingPOTENTIAL: training, team development, coaching

Specialising in working with managers to develop extraordinary teams!