Members of a fully functional team can be neither dependent nor independent; they must be interdependent within the context of a team relationship.
Each member is to be mutually submitted to the other team members so they can be a part of fulfilling the goal of building the entire team. The overall organisation is diversified, but conducts itself as an entity. The very existence of the organisation comes from its sense of wholeness; which is NOT found in individual members. The organisation does, however, depend and exist because of its inter and intra relationships.
Formula for a Team
Is Position + Function + Power + Placement
- Position in the team is determined by team structure
- Function in the team defines our specific roles
- Power of the team is that which has been delegated to each of its members
- Placement is the differing (but complimentary) skills available from each member of the team
Good teams
Good teams depend upon both proper leadership and organisational structure. A leadership team that shows corporate leadership is better than a single leader. Well skilled leaders generate confidence. Experienced leaders are the best sources to identify new and upcoming leaders. The members themselves can help identify those who possess the most dominant leadership qualities. A newly appointed leader should always be on probation.
Suggestions for team leaders
- Do not use people to promote yourself
- Be willing to pay the price
- Speak up
- Do your homework
- Make personal sacrifices
- Raise the status of other team members
- Build group cohesiveness
The team structure should promote good communication. Team organisation should encourage maximum participation from each member. The team structure needs to be reviewed and evaluated regularly and changed if need dictate. For the team to be and continually remain effective, unity and cohesiveness are paramount ingredients.
Building team unity and cohesion
- Discuss each others expectations
- Develop an ‘open’ accepting atmosphere within the team
- Identify the group as an ‘entity’
- Build upon a sense of group history
- Set aside time for social activities
- Set clear attainable goals
- Treat team members as people and not machines
- Use the strengths of the team to impart confidence and vision to any member who might be growing “cold”
- Encourage the group to be open, honest, trusting and vulnerable
- Every team needs to have an ongoing mentoring program both for the individual and team development
Team member qualifications
There is no such thing as partial commitment to a team. Every individual must have the appropriate qualifications in order to work in a team.
Every team member must have the proper motivation and must take the attitude of being helpful to other members. Understanding one’s self, skills and limitations is vital. This includes knowing one’s temperament, character and personality type. A growing team must reproduce effective members within itself.
Emotional maturity
Every team member must be emotionally mature. Being emotionally mature means having the ability to deal constructively with reality. It means having the capacity to adapt and change. It means having a freedom from symptoms that are produced by tensions and anxiety. It means having the capacity to sublimate and to direct one’s instinctive hostile energy into creative and constructive forms. It means having the capacity to relate to other people in a consistent manner with mutual satisfaction. Each team member should be accepting of other members (respectful) and be a good listener. Team members should be able to handle frustration, stress and recognise “burnout”.
Leaders of teams must possess and practice wisdom, ability to praise where appropriate and have gratitude. Leaders must always have an instructive goal in mind when dealing with team members. If admonishment is required then the leader should not “shame” the team member but re-direct, train and be a mentor.
Criticism from within the team
Mature and informed criticism may be positive, negative or both. It is not gossip nor is it slanderous. Negativism, gossip and destructive criticism spread like cancer. Complainers use their time and energy thinking about negative issues rather than edifying things.
How to deal with constructive criticism
Delivering Constructive Criticism
- Go directly to the person and discuss with them in private
- Start with something positive
- Ask questions that help open up the person
- Be certain your own motives are correct
- Put truth and facts together
- Be objective, not just subjective
- Be ready with an answer
Receiving Constructive Criticism
- Do not react defensively
- Do not interrupt – let your critic finish
- Ask for evidence and clarification
- Check and establish what motivates your critic
- Check if the critic is projecting their problems on you
- Check if other team members can objectify the criticism