The fact is most people won’t give up much voluntarily to be on a team. A successful supervisor can get each member to believe that by making the team’s goals the first priority they’re satisfying their individual goals. This sounds so simple but it’s much easier said than done. We have evidence that establishing team performance measures alone doesn’t solve this problem. The common mistake is made by assuming that because everyone is paid by the same company that everyone has the same goals and objectives. We know from our everyday experience that this isn’t the case but somehow this escapes us when it comes to forming teams. “To summarize this new program means that instead of thinking of your team as an administrative resource for just your division we’re going to start utilizing our administrative resources as a pool across divisions,” Karen was explaining to the assembled group of eleven administrators. “This will mean improved work flow, labor efficiency and cost savings for the entire company. Each of you has been selected because you’re the best and we’re going to need your experience if we are to be successful,” she explained.
“I’ve been here 16 years and have seniority on all of the folks in this room, they should be asking for my advice,” Vivian said to herself not paying any attention to Karen at the other end of the table. “Our division is the money maker for this operation; they should be modeling themselves after what we do. Pooling the administrative resources is just a way of covering up the fact that maybe some of these folks shouldn’t be here!” she said so loud in her head she thought she may have blurted it out in front of everyone. She never even heard the part about the benefits of the program.
“Does anyone have any further questions?” Karen asked. No one said a word. “Great, thank you all for your support and I look forward to working with each of you to make this successful. Thank you and call me with any questions,” she said as everyone started to leave.
“Thanks Karen, I’ll be happy to do my part,” Vivian said as she got up and walked toward the door to leave.
Successful Teams Own A Process
Successful teams own a process and the sooner they own it the better. Vivian’s reaction is typical of what every company faces in creating teams, especially with those who have been with a company for any length of time without being part of an effective team. These are the type of issues that usually remain hidden but show up big in other ways. There will be few specific actions but just a general feeling that they’re just doing the minimum to glide under management’s radar to stay out of trouble.
Effective Teams Have Team Leaders Who Are Team Players
Why is the description “team player” always used to describe a player and rarely, if ever, used by team members to describe their supervisor or manager?
Joining the team in the trenches to accomplish a task doesn’t qualify the supervisor or manager as a team player.
Every person on a team has to have a reason to put the team’s priorities above their own. There is no incentive for the team to do this if the supervisor doesn’t make the first move. To do this the supervisor should take the lead in explaining the team’s purpose and objectives but then open the discussion up for a brainstorming session as to how the team can meet their goals. A skilled supervisor will tap into the team’s knowledge and experience in a non-threatening way and have the team focus on the goals at hand. Establishing a dialogue, along with challenging the team with meaningful performance goals, will help put the team’s priorities first.
Trust is at the core of any successful team and establishing an open dialogue with the team is the first step towards creating this basic team ingredient.
A different approach to the scenario above
“I have passed out a preliminary report that outlines some of the projected benefits the company could receive if we were to adopt an administrative pool to support multiple divisions. I’d like each of you to take a few moments to review it and then let’s have a brainstorming session on the topic so we can apply your individual experience to the topic and see if the benefits are valid. I’m very anxious to hear your thoughts on this program Vivian given your experience,” Karen said.
Karen knew if this project had any chance at all to succeed she would need the support of each person at the table to help it succeed and she wanted them on the team right from the start.
Here are a few tips
• Step Back The supervisor does this by putting the team’s agenda above his/her own authority to control the team. Drop the habit of continually telling the team what to do and when to do it. Explain the goals and objectives for the team but then open it up in a brainstorming session to have the team decide how they can and will meet the goals. The supervisor job is to make certain they stay on course.
Important Note: You’ll have many instances where you don’t have the luxury of having a team meeting before the team has to quickly react to a situation that arises. If you have established a trust with your team this will not be problem and the team should perform with predictable results. You can’t expect to draw upon their trust if you haven’t banked any from prior experience.
• Team Map The team is not the goal. Improved results are the goal. A team is constantly is looking to improve by setting and attaining higher and higher goals. It will not survive by standing still without being continually challenged. In order to do this effectively the entire team needs to understand the process the team owns. To gain this understanding consider forming sub teams of mixed experience levels to create a map of the process the team owns. PowerPoint is a good tool this and if they need training to get started it’s worth it. This exercise also increases the team’s sense of ownership. The map is useful as the topic for future meetings.
• Step Up Get the team members to step up and own their piece of the team process. They should take responsibility for meeting performance goals and understand their role in meeting the team’s goals. They should be responsible for updating or creating documentation on their process if it doesn’t already exist.
• Team Participation Standing on the sidelines isn’t an option and a good supervisor will recognize that not enforcing this will hurt the team and deals with it up front.
• Bench Players If you have a member who doesn’t appear to the interest or time to participate have them keep a time log for a few days to help both of you determine where the opportunity exists within their work day to participate. This will show you’re serious and they’ll begin to be more open to a discussion on their team role. Serious cases require stronger measures but that is for another newsletter.
• Commit To Cross Training This will not only improve productivity across the board but also increases team ownership. Commit to and create a grade incentive to become more of a team owner by owning more processes.
• Frequent Reviews You can’t review the team or its members once a year and expect that anything positive can come from it other than to say you fulfilled the HR requirement. Teams and the members need frequent positive feedback and negative feedback when appropriate. It doesn’t have to be a formal session every time but make certain the positive outweighs the negative and you’ll be doing the right thing for the team.
A team comes together when the individual agendas of each team member are put aside for the common good of the team. Conflicts will arise from time to time testing the team’s resolve. The supervisor has to be skilled at dealing with these conflicts effectively knowing the whole team is watching and taking their lead from the outcome. If this was easy everyone would have great working teams.
The items offered here are only provided as a starting point to get the people to put aside their own agendas and begin to act like a team. Although each team conflict situation may appear different on the surface they all are looking for the answer to the same question- “What would you give up to be on a team?” If handled properly by the supervisor the team will feel it doesn’t have to give up anything to be part of an effective team.
The Everest Consulting Group has two books and many articles that may help with your efforts to implement lean at your company. Click on www.everestcg.com to learn more about The Kaizen Revolution and The Journey To Teams.
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