By Ken Blanchard, Donald Carew, & Eunice Parisi-Carew
The people we manage are our most important resources. Never before in the history of the workplace has the concept of teamwork been more important to the functioning of successful organizations. Today’s leader must be an enabler of people and a facilitator of teams – not only as an effective team leader but as an effective team member as well. We need managers who can foster teamwork, facilitate group problem solving and focus the group’s attention and enthusiasm on continuous improvement. In today’s world, group productivity is more important than individual task accomplishment. The success of individual managers should depend on how well the manager’s team improves in quality and productivity on a continuous basis. Managers must have a great deal of control to their people. When that occurs, a feeling of team ownership is created and the team develops pride that comes from producing high quality accomplishments.When groups are operating effectively they can solve more complex problems, make better decisions, release more creativity and do more to build individual skills and commitment than individuals working alone. Today’s leader must be an enabler of people and a facilitator of teams. All groups are dynamic, complex, ever-changing, living systems that – just like individuals – have behavior patterns and lives of their own. The characteristics of high performing Teams are: Purpose and Values, Empowerment, Relationships and Communication, Flexibility, Optimal, Performance, Recognition and Appreciation, and Morale. An effective team starts with a clear purpose and a set of values. The hoped-for end results are optimal productivity and good morale. The means to those ends are empowerment, relationships and communication, flexibility and recognition and appreciation.
The first thing an effective leader needs to do is create a common purpose that helps point the team in the right direction. The team also needs to agree on a set of values that will guide the team’s choices and determine how the team pursues its purpose. The whole process of developing a high performing team involves three major skills on the part of the team leaders and team members as well: Diagnosis, Adaptability and Empowerment. Diagnosis, understanding the dynamics and the behavioral patterns that exist in groups is essential if you want to facilitate the team’s development and productivity. Perhaps most important is the skill of observing the team in action. Content describes what was done at a meeting, while process depicts how the group functions. Unfortunately, we often pay little attention to process, yet it is critically important because process affects outcome.
What to observe in groups: Communication and Participation are about who talks to whom? Who is left out? Who talks most often? etc. Decision making involves how a group goes about selecting a course of action – majority rule, consensus, lack of response, etc. Conflict is inevitable and necessary in reaching effective and creative solutions for problems. How is conflict handled in the group – avoidance, compromise, competition, collaboration, etc. Leadership is all about who is influencing whom. To be effective a team must be clear on its roles (who does what?) and goals (what are they trying to accomplish?). Norms are the assumptions or expectations held by group members that govern the kinds of behaviors that are appropriate or inappropriate in the group. They are the ground rules which regulate the group’s behavior. Effective problem solving involves identifying and formulating the problem, generating alternative solutions, analyzing consequences, action planning and evaluation. Group climate refers to the feeling or tone of the group – how pleasant it seems.” And finally individual behavior focuses on what team members are doing to help accomplish the task(s) and/or help the group functioning. All group leaders, and group members as well, need to practice the skill of being a participant observer. That means being fully engaged in the content or the agenda, whatever it is, and yet being able to step back and observe the dynamics which are occurring in the group at the same time.
Stage 1 – Orientation (This is the stage when the team needs to develop a team charter that creates a solid foundation for the future work of the team and makes sure that all the needs will be satisfied.) The Characteristics of this stage are: Moderate eagerness; High, often unrealistic expectations; Anxiety about roles, acceptance, trust in others, demands on them; Tentative, polite, conforming behavior; Lack of clarity about purpose, norms, roles, goals, structure (how they will work together); and Dependent on authority for direction and support; Some testing of boundaries. The Needs are: A common understanding of the team’s purpose; Agreement on values and norms for working together; Agreement on roles, goals and standards; Agreement on decision-making authority and accountability; Agreement on structure and boundaries – how work will get done and by whom, timelines, tasks and required skills; Information about available resources; and Knowledge about each other to utilize diverse talents and build personal connections. Finally, the Issues are: Personal well-being; Acceptance; and Trust.
Stage 2 – Dissatisfaction (Although this stage is characterized by power struggles and conflict, it also is the seedbed of creativity and valuing differences.) The Characteristics of this stage are: Discrepancy between expectations and reality, Confusion and frustration around roles and goals, Dissatisfaction with dependence on authority, Expression of dissatisfaction, Formulation of coalitions, Feelings of incompetence, confusion, low confidence, Competition for power, authority and attention, Low trust, and Some task accomplishment. The Needs are: Clarification of big picture, Redefinition of purpose, roles, goals and structure, Recommitment to values and norms, Development of team and task skills, Development of communication processes including active listening, the exchange of nonjudgmental feedback, conflict management and problem solving, Valuing of differences, Access to information and resources, Encouragement and reassurance, Recognition of accomplishments, Open and honest discussion of issues including emotional blocks, coalitions and personality conflicts, and Mutual accountability and responsibility. Finally, the Issues are: Power, Control, and Conflict.
Stage 3 – Integration: The Characteristics of this stage are: Increased clarity and commitment on roles, goals, tasks and structure, Increased commitment to norms and values, Increased task accomplishment – moderate to high, Growing trust, cohesion, harmony and mutual respect, Willingness to share responsibility, leadership and control, Understanding and valuing of differences, Use of team language – “we” rather than “me,” and Tendency to avoid conflict. The Needs are: Integration of team and individual roles and goals, norms and structure, Continued skill development, and Encouragement to share different perspectives and to disagree in order to further develop problem-solving skills. Finally, the Issues are: Sharing of control and Avoidance of conflict.
Effective leaders adjust their style to provide what the group can’t provide for itself. You have to change your leadership depending on the stage of development the group is in and the goal is to get the group to the point where they are not only accomplishing the task efficiently but operating effectively as a team. In the Orientation Stage, team members bring enthusiasm and commitment to meetings, but little knowledge, so they need direction. In the Dissatisfaction Stage, team members are struggling with the task as well as how to work together so they need both direction and support. In the Integration Stage, team members have the skills to perform well but still need to build their confidence or morale so they need support and encouragement. Finally, when the team reaches the Production Stage they have high skills and morale so the leader can stand aside or join in and let them work with minimal interference. The most important function of a leader is to help the group move through the stages of development.
Empowerment involves gradually turning over the responsibility for direction and support to the team. Empowerment involves managing the journey from dependence on a leader or some outside sponsor to interdependence, from external control to internal control. People in general resent tightening up on leadership style. You will never, never, never have an empowered, self-directed team unless the leader is willing to share control. The words “leader” and “educator” are synonymous. As a leader you are a teacher. Your job is to help all team members develop the skills and knowledge so they become self-directed and to provide an environment where they feel willing to risk, to grow, to take responsibility and to use their creativity. To be fully contributing, individuals and groups have to feel free to do so. Teams feel empowered when they are involved, contributing and productive. Real empowerment comes from sharing. Not just with each other, but with members on every team. Being a good team leader is much harder tan being an autocratic leader. Empowerment is all about letting go so that others can get going.
HIGH PERFORMING TEAM
Rating Form
Purpose and Values
- The team has a clear commitment to a common purpose. Team members know what the team’s work is and why it is important.
- Common values and norms promote integrity, quality and collaboration.
- Specific team goals are clear, challenging, agreed on and relevant to the purpose.
- Strategies for achieving goals are clear and agreed on.
- Individual roles are clear, and their relationship to the team purpose and goals is understood.
- Values, norms and policies encourage initiative, involvement and creativity.
- All relevant organization and business information is readily available to the team.
- The team has the authority, within understood boundaries, to take action and make decisions.
- Direction, structure and training are available to support individual and team development.
- The team is committed to the continuing growth and development of all team members
- Different ideas, opinions, feelings and perspectives from all team members are encouraged and considered.
- Team members listen actively to each other for understanding, not judgment.
- Methods of managing conflict and finding common ground are understood.
- Cultural differences including race, gender, nationality, age, etc., are valued and respected.
- Honest and caring feedback helps team members to be aware of their strengths and weaknesses.
- Team members share responsibility for team development and leadership.
- The team is able to meet challenges using the unique talents and strengths of all team members.
- Team members shift from behaviors that provide direction or support as needed.
- The team is open to exploring different ways of doing things and adapts to change.
- Calculated risks are supported. Mistakes are seen as opportunities for learning.
Optimal Performance
- The team constantly produces significant results; the job gets done.
- The team is committed to high standards and measures for productivity, quality and service.
- The team is committed to learning from mistakes and to continuous improvement.
- Effective problem-solving and decision-making skills overcome obstacles and promote creativity.
- The team coordinates efforts with other teams, vendors and customers as appropriate.
- Individual and team accomplishments are often acknowledged by team leaders and team members.
- Team members have a sense of personal accomplishment in relation to task contributions.
- Team contributions are valued and recognized by the larger organization.
- Team members feel highly regarded within the team.
- The team celebrates successes and milestones.
Morale
- Team members are confident and enthusiastic about the team’s efforts and are committed to success.
- The team encourages hard work, as well as having fun.
- There is a strong sense of pride in and satisfaction with the team’s work.
- There is a strong sense of trust and team spirit among team members.
- Team members have developed supportive and caring relationships and help each other.
Thomas L. Law, III, DoM
Tarrant Baptist Association
Fort Worth, TX
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