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What Everyone Should Know About Teamwork

The challenge of the teamwork

Teamwork is perceived as being extremely efficient in our everyday working structure, as it develops social skills in addition to enabling a faster achievement of goals.

However, each and every person who is part of the team has to give his or her best in order for the team itself to function successfully.

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What Everyone Should Know About Teamwork

What Everyone Should Know About Teamwork

https://www.forbes.com/sites/luisromero/2016/01/20/what-everyone-should-know-about-teamwork/

forbes.com

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Key Ideas

The challenge of the teamwork

Teamwork is perceived as being extremely efficient in our everyday working structure, as it develops social skills in addition to enabling a faster achievement of goals.

However, each and every person who is part of the team has to give his or her best in order for the team itself to function successfully.

The drawback of working groups

The so-called 'working groups' tend to be successful as long as the issue that needs to be solved has a low level of complexity. However, for goals that are more challenging, they seldom prove to be useful.

A working group's transformation

Whenever a working group has as goal to become a real team, difficulties are to be expected. Going from working individually to working together, as a team, requires great skills of leadership as well as determination and patience from every single member of the team.

On the way to a 'real team'

The moment the members of a team have reached a certain level of communication and agreement related to the team's general goals, it becomes easier to make the transition from the individual work to the collective one. 

Moreover, the team is now more likely to have greater success, as higher performance is often easier to achieve when cooperating with others.

True teamwork

True teamwork is defined by common goals, work methods and a shared vision. Furthermore, the mutual support makes the goals more attainable overall.

Teams at their best

Teams reach their highest performance level whenever each individual, as a part of them, learns how to develop and specialize in a certain field, providing to his or her team the means to further collective improvement.

SIMILAR ARTICLES & IDEAS:

Group Development Theory

Dr. Bruce Tuckman, a psychology professor, synthesized team development into four basic stages: Forming, Storming, Norming, and Performing.

Forming

This stage of teamwork is all about first meetings and first impressions.

What everyone needs most is a clear understanding of their part in the journey and a setup for building emotional connections. Setting goals together puts their skills and interests into the open.

Storming

Most teams go through the storming stage in some form or another because discord is inevitable. The key value to emphasize in the team is positive intent. 

A little conflict is needed to bring upfront weak spots in projects and to bring new valid arguments to the table. But constant storming leads to the destruction of productivity, projects, and ultimately, the team itself.

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Meta-Skills

A meta-skill is a high order skill that allows you to engage with functional expertise more effectively

It magnifies and activates other skills and is a catalyst for learning an...

Skills And Meta-Skills

Skills are temporary; meta-skills are permanent.

Learning a second language gives you a skill, a learned ability. A meta-skill, on the other hand, is your ability to learn new languages. Developing that meta-skill, makes it easier to learn a third or a fourth tongue.

Alvin Toffler
Alvin Toffler

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."

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Organizational change management (OCM)

It refers to any event or program an enterprise undertakes that causes major disruption to daily operations.

Organizational change management ensures that the new processes resulting f...

Benefits of change management

Change management reduces the risk that a new system or other change will be rejected by the enterprise.

By itself, it does not reduce costs or increase sales. Instead, it increases the teamwork required for the enterprise accept the change and operate more efficiently.

Requirements for change management success
  • The right executive sponsor: responsible for developing the case for change and obtaining the necessary OCM resources.
  • Cultural willingness to adapt and change:  all organizations resist change to some degree.
  • Individual willingness to change: individuals must be willing to examine new information and adopt new behaviors and approaches.
  • Rewards and consequences: major changes need to be reinforced by rewards and consequences.

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The first rule of team building

To lead a team effectively, you must first establish your leadership with each team member. 

Most effective team leaders build their relationships of trust and loyalty, rather tha...

Steps for building effective teams
  • Consider each employee's ideas as valuable.
  • Be clear when communicating. 
  • Encourage trust and cooperation among employees on your team. 
  • Encourage team members to share information, to listen and to brainstorm.
  • Let the team work on creative solutions together.
  • Set ground rules for the team. 
  • Establish the parameters of consensus-building sessions.
Conflict in virtual teams

...is more likely to escalate because:

  • Colleagues are more likely to take disagreements personally when they don't have the context, nuance or even the facial expressi...
Managing conflict in virtual teams
  • Assign tasks that demand interdependence among team members to complete, so that they rely on each other to succeed.
  • Set clear goals. Formalizing the team’s vision, roles, norms, work processes, and strategies can help keep a team on track.
  • Awarding teamwork is crucial to encourage them to work together and discourage an individual from going off the rails.
  • Be patient. Teams often overcome problems of virtuality over time.
Leaderships skills related to EQ
  • Working to inspire and motivate those around;
  • Focus on collaboration between team members, which creates synergy and a better experience for employees;
  • “Walking the talk,...
4 kinds of behavior
4 kinds of behavior

... account for 89 percent of leadership effectiveness:

  • Solving problems effectively;
  • Operating with a strong results orientation;
  • Seeking different perspectives;
Effective problem solving

Problem-solving - when information is gathered, analyzed, and considered. 

Difficult to get right, yet this process is a key input into decision making, for both major issues and daily ones.

Results orientation
Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. 

Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

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Incentive Program Essentials
  • Goals and objectives should be clearly defined for staffers.
  • Workload should be equitably distributed to avoid resentment from staffers who feel they have to carry poor-p...
Effects Of Incentives On Business
  • Motivational Tool: Incentive programs motivate employees to be more productive and consequentially increase the company’s earnings.
  • Promoting Teamwork: members of teams that earn bonus according to collective productivity may support and encourage each other to perform at top levels. 
  • Morale Boosters: if employees see a direct correlation between effort and earnings morale and job satisfaction increases while turnover and absenteeism decreases.
  • Service Levels: employees competing for or striving to meet the goals of an incentive plan may provide higher degrees of service to your customers. 
Getting into remote working
Getting into remote working

Workers around the globe have been forced to take on the promise and challenges of virtual teamwork.

Many people are more used to working in person and haven't had the opportunity to pr...

Working well

Virtual teamwork places greater emphasis on communication and organization.

Over the short-term, newly formed virtual teams experience more negative outcomes, such as team conflict, lower satisfaction, less knowledge sharing, and poorer performance. But, they will adapt and improve over time.

Adapting quickly

At an individual level, some people will find it easier to adapt than others.

  • A study revealed that when people are imaginative and enjoying a new challenge, they are happier to embrace virtual teamwork.
  • Extroverted individuals prefer face-to-face work, and virtual work may lessen the energy they get from social interaction.
  • Introverts are better at adapting to a virtual environment as it involves less face-to-face interaction.
  • Those who like to make quick decisions prefer virtual teams.

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Remote-first Mindset

Accept that you have to put in place remote work systems, even if more than half of your employees ultimately revert to office-based work.

  • If done right, a remote-first infrastructu...
Build a socially-connected culture

Intentionally design for the same interactions that would otherwise happen if people were in the office.

  • Culture is what naturally happens when a group of people gets together for any period.
  • A great culture happens with intentional design and influence. It's the reason you should make your company's mission, vision, values, operating principles, standards, and agreements visible. 
  • Culture is experienced through emotions, including how your employees feel about the company, you, other leaders, and peers. That feeling is developed through human interaction at the water cooler, kitchen, or hallway conversations.
Your leadership presence

Your people need to feel your presence as a leader as they will have fewer opportunities to see you face to face when they work remotely.

  • Regularly show up in a variety of forms that can include weekly video meetings, periodic company-wide emails, or presence in public channels.
  • Err on the side of more communication rather than less.

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