We
recently worked with a senior team which had a new leader. The fact that the
leaders working style was very different from the previous leader and the added
fact that nearly half of the members were new to the team, made it necessary
for the team to get into an offsite – to try and construct a cohesive team
identity.
Constructing an
identity for a team – is never something that happens overnight or in a two day
workshop. It is always the result of the members of the team making a
deliberate effort and showing deliberate intent in making it work.
Seen
through the lens of a theoretical construct like Bruce Tuckmans team building
model, it is always a journey – from Forming to Storming to Norming to
Performing. And like every journey has its highs and lows, so does this
journey. Its definitely not easy – which is why there are so few great teams –
but if the members of a team show sufficient resolve to grit it out and work
through the tough phases – the reward of being a part of a high performing team
can be very satisfying.
Seen in
another way, making a team into a high performing one is very much akin to the
ingredients that go into a successful and happy marriage. Not always hunky dory
– but where the partners have shown sufficient patience and belief, in trying
to work through the differences.
If you
leading a team and are trying to mould it into a cohesive unit, here are a few
things that you need to keep sight of:
1) Role &
Expectation clarity
Each person in a
corporate team generally carries a designation that denotes his area of
responsibility. However, the scope of the work within that area – and the
expectations that different team members have of each other, can vary vastly as
per individual interpretations. Having proactive one-on-one interactions to
clarify and sign-off on expectations is a major step towards team alignment.
Many a marriage has been saved by such simple sign-offs and understanding: I do
the dishes – you take care of the baby.
2) Rules of
Engagement
In many teams we
see – the intentions are always noble. For example: saying – we will respect
each others time – is a noble thought. However, if this is not converted into
actionable behaviors that someone can track, it unfortunately remains just that
– only a noble intention. Soon, when the pressure of day to day business
catches on, these niceties are often forgotten. Hence – it is very important to
convert an intent into actionable and trackable behaviors. Hence the intent
described above can be broken down into a few behaviors:
·
We
shall ensure that all meetings start and end on time
·
We
shall not schedule meetings on holidays or next to holidays
·
We
shall not send an email on a weekend and expect an immediate reply
Intent – to be
effective in a team context – needs to be converted into rules of engagement
that every member of the team signs in to.
3) Knowing each
other better
It is called the
fundamental attribution error. “If I make an error – it’s a mistake. If you
make an error – its bad intent.” The one way to get over this as a team is to
know each other better in a deeper meaningful sort of way. If I know where you
come from, your personal history, your deepest values and influences, your
challenges and fears, your hopes for the future – there is a much better chance
that I will trust you as an individual. The more I know you – the better I
trust you.
Teams at times
find such sharing very difficult – and “touchy-feely”. The use of a skilled
Facilitator at such times can often help smoothen the conversations. Another
good way to do this is by using psychometric tools like the Myers-Brigg Type
Indicator, aided by a certified professional.
4) Shared
Aspiration & Pride
Very often what
brings teams very close to each other is a shared but over-arching goal that
everyone wants to achieve together as a team. Many such stories are today the
stuff of legends that come alive in our movies like Lagaan, Apollo 13, Chak De
& many more.
What is true in
these movies is equally true for every other team too – regardless of whether
it’s a sports team or a corporate team or even a family. Hence, it is very
important for a leader to tap into the shared aspirations of his team and
define as clearly as possible, what is the shared aspiration of the team as a
whole. Leaders in particular should be particularly wary not to impose solely
their thoughts on their constituents, because finally what people don’t buy-in
to, they will not commit to.
One final point
on this is – for the leader to ensure that what gets finally defined as a
shared aspiration or goal for the team is something that will evoke pride in
its members on successful achievement. Other than being S.M.A.R.T, the goal
needs to inspire.
5) Shared
memories & Team stories
Think about it –
when someone asks you about your best moments in a relationship, what do you
recall? It is always the memory of a holiday well spent, an adventure jointly
taken or something achieved together as a team.
But memories and
team stories do not happen by accident. It happens by showing intent. So that
offsite that you are planning for your team is not just a distraction, it is a
meaningful investment in trying to get your team closer together. Investing in
conducting an engaging and fun intervention for your team at such offsites is again
not a luxury – but a necessity, if you consider team cohesiveness as an
essential ingredient to market success.
6) Symbols,
Names, Logos
It is not just an
accident that all very cohesive teams in organizations – like the armed forces,
sports teams, hospitals and even some corporates – wear an uniform.
As Seth Godin,
argues in his book Tribes –
human beings have a need to belong, “to be part of a tribe”. Symbols,
team names and logos help give teams a tangible identity to which they
“belong”. A few other ideas that can easily be actioned by leaders trying to
create a tangible team identity is to come out with a team mascot, team color,
team slogan, team song, team cheer, team rituals, team newsletter, team T-shirt
or even a team greeting.
It is not easy.
It takes conscious and relentless effort – but if a team is intent on becoming
more cohesive and aligned, I guess it will take the effort to make it work. As
I said, it is like a marriage – if you think it is worth it, you will put in
all the efforts to make it exciting, alive and meaningful for both of you.
Is your team
taking this journey too? Do share your experiences.
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