The clever phrase "there is no I in TEAM" is used in conference rooms throughout the corporate world. Businesses spend a great deal of time and money on team building training, seminars, and workshops. Companies are aware that in order for business to be successful people must learn to work as a team, but the phrase about the absence of "I" in team may be a problem. That phrase implies that there is no individuality brought to team situations, and that individuals with different viewpoints must not object because they are part of a team. That seems ridiculous, because effective businesses know that anti-groupthink holds a lot of value and often provides innovative ideas. What if instead of ignoring the "I," businesses focused on it, and attempted to understand each individuals potential inside of a team.
If managers could pinpoint their employee's individual strengths, they could then utilize those strengths to build a stronger team. In order for teams to be truly efficient and cohesive, team members need to understand each other's differences and how they contribute to the overall effectiveness of the team. One team member might excel where all others lack, and vice versa. Team building needs to incorporate the analysis of each individual to determine how the team will be most successful.
The first tool necessary for this revolutionary team building process is an employee assessment. Employee assessments give managers insight into their employees as individuals. They quantify behavioral tendencies and personality attributes that affect how employees will conduct themselves in various work environments. Based on these results managers can determine what skills need to be taught and to which individuals in order to reach their maximum potential. Skills can be taught, but behaviors are difficult to modify, so the role employees play in a team situation should be determined based on their behaviors.
Once employees have been assessed, and their team roles have been assigned based on their behaviors and natural tendencies, managers should strive to create cohesion within the team. It is unrealistic to assume that if roles are chosen correctly there will never be conflict between team members. When any number of people work together, a smart business leader will understand that conflict is unavoidable, but that measures can be taken to try to encourage a team-oriented environment.
Assessments will reveal important facts about the team's individuals. These results can then be combined to create a team assessment. Team assessments will reveal a team's strengths and weaknesses based on the individuals within that team, and how those members work together. These combined results will allow managers to successfully build and develop their teams in areas that are especially important to the functionality of that organization. This will also help to determine which team member would be best for a certain role, or if someone from outside the team should be included during part of the process to ensure success. For instance, if a team lacks the ability to pay close attention to detail, it might be appropriate for that team to bring in someone from another department to edit their work.
Goals should always be kept in the forefront of team member's minds. Clear objectives and organized job descriptions will eliminate room for error or miscommunication between team members. When each role has been assigned, outlined, and understood by each member the potential for miscommunication is dramatically reduced. Each member needs to understand their contribution to the team, who they need to depend on or collaborate with to achieve their goals, and how their contribution affects the team as a whole. When these elements are constructed and understood, teams are allowed to maximize their potential productivity.
Team building is a necessity for businesses to thrive. Employee and team assessments are two tools that can ease the process of creating a cohesive and effective team for the business. The differences exhibited by individuals are what prompts innovation through collaboration. Highlighting an individual's strengths, and then establishing how those strengths coalesce with what other team members can offer, will build a team without detracting from individuality.
Article Source:
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About the Author:
Jim Sirbasku is co-founder and CEO of Profiles International, a leading provider of human resource management solutions and employment assessments for businesses worldwide. http://www.profilesinternational.com/home.aspx
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