FORUM MAGAZINE  »  December 2005

There Is No 'I' In Team

By Bill Forssander

We live in an interdependent world. Look at the vast dependencies that exist in the many layers of nature. Consider how people, regions, even some countries are so highly focused on specializations they are no longer independent and you realize the need for cooperation. It is no different within many associations.

The traditional paradigm of "scientific management" was formulated in a different world when organizations were structured around functions. In that world, management decided and controlled, and workers did the tasks. Only the high-level managers had a feel for, and an engagement in, the whole process. The frequent results were poor communication, turf battles, delays in identifying problems and limited creative problem solving. People on the "front lines" were given little authority to make decisions, solve problems, or feel like they belonged and made a difference.

Organization Design + Culture

Today's professional workplace consists of highly educated, self-motivated people who bring high energy, creativity and talent to their work. They need to feel they are an integral part of the whole process. This requires the organization leadership to respect and trust such contributing partners. The most effective leaders gain and sustain commitment from within rather than impose control from above.

It is not enough for an association's mission statement to espouse that employees are valued and empowered. The organization must be designed to make this concept a reality.

Why Teams?

The challenges that confront organizations today are frequently beyond the reach of individual performance. Bringing together people with diverse talents and different position levels to discuss and solve a meaningful issue provides a high potential for creative problem-solving as well as generating a much-improved level of communication throughout the organization, elevating employee morale and lowering turnover.

There are numerous opportunities to witness the power possible in a team. Consultants and trainers who include team building in their repertoire offer sessions from an hour to a half-day or more with problem-solving exercises that, often in a fun and humorous manner, will demonstrate a fundamental principle of team leadership or team performance. These sessions serve as effective proof statements of what is possible, even with a team composed of strangers faced with an unfamiliar challenge. Observing such team members quickly learn how to communicate, cooperate and problem solve, can be a very enticing appetizer for an organization to more fully realize these benefits on an ongoing basis.

Patricia Blake, CAE, executive director of the American Society for Gastrointestinal Endoscopy, says, "I have believed in and experienced the value of teams for many years. Selecting multifunctional team members from a variety of areas is a very effective way to lessen the silo effect."

Sessions are most effective when they serve as a beginning or reinforcement of an organization's commitment to a sustained team orientation. Some underlying principles illustrated in the more effective exercises are: establishing trust, generating a spontaneous free flow of ideas, effective listening, building consensus, and finding out-of-the- box solutions.

Team Types

In its widest sense, team can refer to the whole organization, or it can refer to several distinct work groups, each working independently on different tasks within an organization. In associations, it is not unusual for a team to consist of a combination of volunteers and organization staff. Depending on the task, some enlightened organizations also include key vendors/ suppliers as team members. The key is to understand that not all teams will or should be selected, develop or function in the same way.

Regardless of the type or size of the team there are certain fundamental requirements. The first is a leader with a clear and compelling vision and a passion to make that vision a reality. To break the inertia of preserving the status quo this leader should involve others in the shaping of that vision and then convey that vision in a clear message that includes, inspires and empowers others. The frustration that controlling leaders face is often the result of being too busy putting out all the day-to-day fires instead of empowering others to discover and solve the causes of those fires.

An empowering leader has the time and energy to ensure that the organizational environment, structure, resources and strategy remain supportive to accomplishing the team goals.

Recognize that that there are many leaders throughout every organization, regardless of title or official status. The effective use of teams identifies and develops a broad base of leaders which is essential to the ongoing success of the organization.

Balance among team members is a prerequisite for optimum performance. The team should be designed in alignment with its purpose, keeping in mind the need for a diversity of styles, skills, and interests. There are scientifically derived assessment products that can greatly assist the organization and team leaders in determining the characteristics and balance most appropriate for a given team. Information from such objective assessments, when combined with firsthand knowledge of an individual's performance, and skilled interviewing of perspective team leaders and team members can be most beneficial in selecting and leading teams throughout their mission.

Consensus is the goal, especially when it is clear that some change must occur. Consensus is reached when all members understand the decision, commit to it, and support it, even though they may not agree to it to the letter. The double benefit of consensus is that you not only get better decisions, but also get broad ownership and buy-in.

Susan Oster, CAE, executive director of the International Psychogeriatric Association, has found that effective use of teams provides a real opportunity to empower staff and key vendors where their input, support and commitment is crucial to success of the project. As Susan cautions, however, "Effective use of teams is not to advocate all management by committee. Sometimes the organization leader just needs to make a decision."

Develop Your Team

Roger K. Allen, Ph.D., of The Center for Organizational Design, Inc., and noted author of Team Building and Leadership programs for 360 Solutions, LLC, defines a high-performance team as: "A self managing, multi-functional group of people organized around a whole process and empowered with full authority for their success."

Such high-performing teams evolve in stages. B. W. Tuckman, authority on the subject of teams, identified and described the four stages of team development as: 1) Forming — team members cope with establishing trust, clarify the what and how of their mission, struggle to convert general issues to specific and manageable tasks, become acquainted with each other's individual strengths and roles; 2) Storming — members work through individual agendas and internal competition, grapple with individual roles, attitudes fluctuate, members learn to use group methods of making decisions and solving problems; 3) Norming — conflict reduces as members accept differences, ground rules, and roles, leadership is shared, a more open-minded atmosphere is established; 4) Performing — synergy occurs with constructive handling of conflicts, decision making by consensus, team leaders and members more capable in utilizing group dynamics, high creativity, cross department communication and collaboration improves measurably.

More Meetings?

Meetings are seen as a productive use of time when they resolve issues that otherwise just take more time in other ways. There must be specific purpose and goals, and attendees should know their role and be fully prepared to make their contribution. People should leave a team meeting knowing specifically what was resolved, the agenda and goals for the next meeting, and their role in the next meeting. Meeting reports should clearly and concisely indicate what was accomplished, what issues and action items are the next priorities and the responsibilities for each member for the next meeting. The attitude of participants toward meetings and reports directly correlates to the value and results they see from these activities.

Bill Forssander may be reached at billf@codaconsultinggroup.com or (630) 357-2632.