Building performing teams

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This topic can be discussed under several titles apart from the one I chose. Other topics may include, Building and steering great teams; Beating the odds of under performance with teams; Boosting Team Performance with Insights; Politics and dysfunctional Teams and, Superstars may not deliver Great Team Performance.

I feel compelled to write on “Team” and “Teamwork” at this time because in Nigeria today, newly inaugurated governments at the national and state levels are putting their cabinets together to help elected leaders transform the challenging reality we have in the country to a new lease of life for the people.

To achieve this transformation, elected leaders must seek what is best for our country. They must lead with a greater level of effectiveness and efficiency as well as listen to superior arguments from their teams. The leaders must not allow biases and myopic political considerations to cloud decision-making. For the sake of the teeming masses, emotional intelligence and creativity must be factored into execution of decisions. Unbiased facts and reliable data must be efficiently used to deliver urgently, value-adding actions.

We are told that the Japanese Economic Miracle became a reality due to the painstaking utilization of teamwork. The populace (and most especially the workforce), was given a good orientation on the purpose, mission and aim of the nation. They collaborated and worked very hard to develop and actualize the “aim”. Energy and efforts were shared in an atmosphere of commitment, to achieve the road map. The people bonded and did not allow the fuzziness of teams.

The Roosevelt-Obama Model is also instructive. Barack Obama as President of the United states of America “moved quickly” into governance with cabinet members of strong temperaments and contrasting views. He was ready to absorb differing opinions and harness the talents of even, former opponents. Team members might be pitted against each other, but competition would evoke the desirable performance. This model reveals the leader with self-confidence and sure footedness.

Sometimes, our definition of loyalty is erroneously, “not rocking the boat”. Leaders should not surround themselves with “yes men”, but must compel team members to respect boundaries on programmes on which they were voted for.

Having strong and seemingly contentious personalities on the team means that the leader must spend quality time and energy with the team as referee. It is obvious that there are things the leaders do not know and colleagues on the team would help with their experience.

When cabinet meetings are characterized by healthy debates, the citizens are reassured. Also, leaders as well as cabinet members must always in “unison” convey the “healthy” agreements on road maps to the people. Citizens must be convinced that programmes and plans would work and also add value to them.

Today, team and teamwork are considered sacrosanct. It is always assumed that “this collective creation for an agreed purpose” willalways get the job done. This assumption might, by and large, be an anecdote. Some teams underperform despite huge resources put at their disposal. Collaboration sometimes face coordination and commitment problems. Even, in strong and cohesive teams, the dynamics and even self-interest get in the way of progress. Teams even compete in a not too healthy manner, with other teams.

Let us first, examine some suggestions for successful team leadership. The leader must lead by positive example and foster congenial team environment. He must encourage discussions on progress of projects and support superior ideas as well as allow team members to participate in goal setting. He must regularly and consistently generate and encourage buy-ins. Teams must be productive, cohesive and committed.

Patrick Lencioni, the renowned authority on the five dysfunctions of teams, has prescribed four (4) behavioural traits for healthy teams. Teams, must be cohesive and always engage in healthy conflicts so as to commit to decisions. Members must be intellectually aligned or behaviourally aligned intellectually. Members must communicate with clarity and contributions must be constantly reinforcing. Teamwork is a value-strategy that must be allowed to run without bureaucracy and with supporting HR as well as relevant technology.

How do we achieve high performance teams by turning-around the five “popular” dysfunctional behaviours?

First, we can successfully tackle lack of trust or low-level of trust among team members by making sure “members accept each other”. If members are “open with each other”, there would be reliability, acceptance, authenticity and collaboration.

Second is the “fear of conflict”. We must engender healthy disagreements; good, robust and challenging discussions that would lead to very progressive decisions that are knowledge-based and value-adding. Members should say what they think and how they feel about things.

The third is lack of commitment which wastes energy and prevents alignment. No follow up on decisions, no feedbacks and no clarity of direction. This can be handled by engendering the “stakeholder” mentality.

Accountability is the fourth. Deadlines must be met, actions taken promptly and members must fully toe the line of team agreements.

Number five is ensuring that results are achieved. Members must collaborate and achieve expected results as well as priority goals.

Please note that conventional wisdom might be your worst option in delivering great results with teams. Trust quality must be painstakingly enhanced. There would always be the need to encourage challenging discussions, clarity and commitment. There must also be high quality feedbacks and focus on inspiring collective great goals.

Going in different directions by team members, would surely not add up and we must also say no to “cosmetic” achievements. When members “box” ideas,they shut out opportunities and create the “container”attitude or mindset. Combined actions and working together would always deliver beneficial results.

When teamwork is well managed, it makes us more creative and productive. Teams can surely be the best way to get the jobs done.

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