Table of contents:
- See the goal
- Distribution of roles
- To each his own
- Coach inside the glass
- About climate and cohesion
- Finally, corporate parties
Video: Subtle "chemistry" Of The Team - Image
Not every team can become a team, no matter what modern methods are used to build this very team. And vice versa, within the team, without outside influence, a certain "chemistry" of relations may arise, making it that very dream team. Under what conditions is it possible to create a full-fledged team from randomly recruited personnel?
It so happened that I had one of the best teams in our company. At least I was sure of it. My colleagues jokingly called themselves the "brigade", in those years the series of the same name was just popular. With this brigade, unchanged, for 14 years I walked through fire, water and copper pipes. And I never for a second doubted their dedication and willingness to solve any problem at any time, in any state - even on weekends, even on January 1. Later, I often wondered: “Maybe I was just lucky with people? Somehow miraculously, the best loyal guys got caught. " And mentally I thanked fate for the favorable attitude towards my career as a leader.
Some time later, when my professional interests turned to psychology, I realized that it was definitely not without luck then, but it turns out that there were other factors that eventually created that very “brigade”.
See the goal
From the very beginning, as a leader, I had a clear goal and I well understood why I needed new people. I believed in this goal myself and broadcast it during all the “incoming” interviews. As the members of my team later confessed, my eyes were burning, I believed in what I was doing and saying, and it was absolutely impossible not to believe in the idea and in the achievability of the goal with me.
Analyzing those interviews now, I understand that then I intuitively read the same confidence in the candidates and chose only them. Personal rather than professional qualities were my priority; lack of experience did not become a decisive factor. When the team was recruited, we together formulated a common goal, determined the result, believed in it and outlined the ways of implementation.
Distribution of roles
Setting the goal is followed by setting. At this stage, the leader becomes a director or conductor, as you please. In the team and in the orchestra, music only sounds beautiful if the instruments come in at the right time and in the right place. At this point, it is important to determine the personality type of employees and understand who best suits which of the roles.
When I was recruiting the team, there were actors in my team for every taste. There was, for example, a generator of ideas: he was always called when it was necessary to come up with something fresh and original. It was his natural inclination, no one could cope with this task better than him. The most important thing was not to load him with the same type of performing work - it killed his creative impulse.
For the same type of work, we had specialists and implementers of ideas: sincere, independent and devoted. They felt good about their environment and functionality.
There was also an inspirer and motivator for the team - one of the key figures. She turned out to be a girl, dynamic, with a strong character, who did not lose her composure in difficult situations. She settled conflicts, read between the lines, built mutual understanding, listening to everyone. She was also responsible for birthdays, organization of corporate events and all other important moments in the life of the team.
For the analyst, we seek infallible conclusions and vision of various options. This team member was endowed with fantastic insight and strategic thinking. Plus, he was very conscientious and moderately restless, in connection with which he also got the function of a controller: he saw well the mistakes and omissions in the work of the team.
To each his own
When assigning roles to the team, we thought about extroverts and introverts. Enthusiasm and sociability are the strengths of extroverts, so analyzing opportunities and developing contacts were their tasks. Introverts enjoyed planning and organizing. Their natural perseverance and ability to concentrate allowed them to perform these tasks at a high level.
Caring for people of different psychological types has become our strong point. After all, if you instruct a person with an introverted personality type and a global mind to develop a structure for the sales process, for example, it will take him an incredible amount of time and, most likely, will greatly reduce his motivation. The opposite effect will be if this type of person takes up the development of a detailed plan for the implementation of the project.
Coach inside the glass
Where did the coach come from, you ask? In my team, the leader is a coach, not a commander. And he is supposed to own all the functionality of a coach. In addition to the management and administrative functions, the most important are informational, teaching and educational functions.
- First, the manager has all the information necessary to achieve the goal. His task is to convey it in time.
- Secondly, the leader should not instruct, but precisely teach everything necessary to the team members. The slogan “do as I do, do with me” works here. When the leader is “inside the glass”, and not outside, it seriously unites and motivates the team.
- The upbringing function is associated with a system of punishments and rewards. By his own example, a leader influences the development and formation of personalities, and it is certainly important that he be a good person and professional.
About climate and cohesion
Do you remember how our hockey team plays when NHL stars come to the team? The team plays separately, the guest star separately. There is a lack of cohesion. If they worked together every day, the result could be very different.
In a team, teamwork and cohesion are important. I'm talking about good relationships, about the absence of hidden conflicts. The mood of each employee should be taken into account. As one coach said, “successes unite,” but it is important for a team to learn to overcome failures, openly accept them, analyze them, and draw joint conclusions.
Finally, corporate parties
A place where all conflicts can be settled! The ability to have a good rest and sincerely have fun is essential for every team. I'm not talking about teambuilding, but about spending time together, where you can sing, dance, play bowling, barbecue. It is very important that this happens together with the head coach. Not under his supervision, but with his most lively participation.
The ability of the leader to take off the commander's hat and rest allows his employees to do the same. And, as a rule, teams that have a good rest can work together as productively. Is it possible to achieve this in a couple of team building sessions? Maybe, but if you want the team to survive for many years, then here we are talking about a deeper approach, perhaps about philosophy.
Summing up, I can safely say that building a team requires intuition, understanding of a common goal and belief in the result. You should never give up people without experience. It is easier to teach professionalism than the attitude to life and to each other. It is worth believing in people and wanting to discover the best in them. And a bit of luck will always find you in this case.