Any collection
of people can form a group – a group of tourists, a group of spectators, a
management group. Management groups usually call themselves management teams.
Often they are only groups. But it’s a basketball team that wins a medal; a
surgical team that performs an operation. You don’t hear of basketball or
soccer groups.
A group of unrelated
(tourist), uncoordinated (spectators), or under a traditional hierarchical
system (management). A team operates with skilled coordination. Its members
share common goals and values. They are mutually supportive. They work together
and communicate regularly. They actively participate. There is a strong sense
of common purpose and consensus-seeking.
No leader has
all the skills. The skills a team has complement those of the leader. Combining
complementary skills capitalizes on the natural formation of groups, turning
them into teams. A successful team is a portrait of diversity: diverse,
professional backgrounds, experience, temperament, intelligence, behavior,
extroversion, introversion, dominance, emotional stability. People with
identical ideas and reactions, “yes-men,” or just clever people won’t make a
good team.
By forming his
or her team(s), a leader replace individualist, competitive management style
with a more trusting and cooperative style. Selection is the most important.
Without the right people nothing is possible.
The advantages
of a team:
- Input of many people of diverse skills
- Getting the best out of each other
- Diverse experience, knowledge, and judgement
- Not dependent on any individual (succession planning)
- Self-regeneration by recruitment
- Passing experience to new members
A team is made
from the right climate and characteristics:
Climate:
- Mutual trust and cooperation
- Openness and reciprocal support
- Disagreement without conflict
- Elimination of status differences
- Leveling of human differences
Characteristics:
- Mixed composition of 6 to 9 people
- Regular face-to-face meetings with frequent interaction
- No “us” and “them”
- Clear purpose, commitment, and identification with each other
- Structured and divergent, but disciplined
- Mutual care among team players, with a will to do the job well so others do theirs
It’s like the
analogy of a conductor and his orchestra. To harmonize all instruments, the
orchestra needs a conductor. Teams also need a conductor – a leader – to
coordinate, resolve conflicts, and unite the team to a common purpose. It
requires great interpersonal skill. Leading a team is a good experience, a
stepping stone to higher leadership.
You can’t make a good soccer team out of
the eleven best goalkeepers. You need good players of different skills.
In the next
post I’ll discuss the composition and roles of a team and how to use them to be
successful.
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