FOUR WAYS (AWESOME) LEADERS BUILD TEAMWORK

There are some leaders who build teams really well. They seem to be naturals, however, when you deconstruct what they do we can clearly see some common themes that anyone could replicate.

I love to deconstruct success. We often review failure’. I think it is nearly as important to find out why things work so you can replicate, fix it when things are not going well and teach others how to be successful in that area.

I have been thinking about teamwork and what are the skills and habits of leaders who build teams well. Here are four:

1. CATCH PEOPLE DOING THE RIGHT THING

   It is easy to get busy and involved in the work and miss what people are doing well consistently. Our attention is aroused where there is a deviation from our expectations. Someone comes in late, someone misses a deadline, or someone isn’t participating constructively in a meeting. This catches our attention. Many leaders spring into action at this point (Unfortunately many don’t even notice).

   This is not what great team leaders do first. What they are doing is praising and recognizing those members who exhibit positive behaviours that promote teamwork.

   Many leaders forget the basic principle of positive reinforcement. It is not uncommon for me to hear an employee say; “I’ve never heard any praise or compliment for my work”. I get it; leaders are busy and get distracted, but “NEVER”? When you complement or praise you are saying, “I notice your effort, your skills, your positive contributions, and you!”

   Think of it as a bank account. Each time you praise you deposit a dollar into that person’s account’. Each time you correct or discipline you withdraw $5. If you compliment consistently then when you need to correct that person the account doesn’t go into deficit.

   3 Steps to “catch” people doing the right thing:

   1. Think about the small things you take for granted – promptness, attention to detail, participation, etc. Make a point of writing these down and at the next one-on-one express your appreciation for these things.
   2. Next, think about the particular skills or attributes that your team members have, make a note of them and in a team meeting when they display them publically praise them. For instance, maybe someone goes out of their way to help a colleague who is overloaded with work or always delivers their reports ahead of schedule. These are things you want to encourage through praising.
   3. Finally, think about the culture you want in the team. Write down the top 5 and make a point of noticing and commenting on these throughout a week.

   I hear some of you saying…“But I don’t want to seem fake’. Good don’t be fake, genuinely notice and express your appreciation.
   I hear some others saying…“But I don’t naturally give compliments, it’s not me.” That is fine, but all people need some positive encouragement. Learning to naturally and generously praising people will make ALL of your relationships more effective.

2. DON’T HINT AT CHANGES

   The second thing you notice about team leaders who build teams effectively is that they are plain speakers. People know what the leader is thinking and feeling about how the team and people within the team are going. This produces trust and reduces anxiety. Research reveals that experienced employees want constructive feedback so they can improve from their manager.

   Yet many less effective leaders and supervisors, when they see behaviours that undermine teamwork or performance, make the decision to manage by “hope-and-hint.”

   When they see negative behaviours undermining teamwork, they hope it will not happen again. Because they don’t want to make a big deal, it seems so small. There isn’t a pattern yet, “I’ll wait and hope it goes away”. Maybe someone decides not to come to a meeting. Maybe someone is asked to assist a colleague and they do it half-heartedly.

   When hope fails, the leader drops a hint. “It would appreciate it id you helped Lucy out.”

   Leading by “hope-and-hint” does not work. Sit down with employees and explain that one part of the employees’ job functions is supporting the team. Ask for commitment! If and when they are not supporting the team, they are not doing their job to the best of their ability.

   The hardest conversations are not about missed deadlines or inferior work but poor attitudes. The longer you leave an attitude that undermines the team function the behaviour will follow and it will be harder to rectify. The truth is that often the other team members see the undermining attitude and behaviour before you.

3. DETERMINE WHO ISN’T KEEPING UP

   As the organizations grows and/or changes, there are going to be some people who refuse to change and support the team, or simply don’t have the capacity to keep up. It isn’t that they are bad people or aren’t skilled people. It is simply that the organisation needs to now travel north at 100 km/h and they are comfortable travelling East at 70 km/h.

   As a leader, you need to recognize that this is all right but unchallenged will damage the team. Some people will feel so dedicated to the way “we used to do things around here”, that they will move from one department to another, or entirely quit the organization. Do not let their resistance to change undermine your commitment to teamwork. This doesn’t have to be an indicator of failure at some level.

   How do you determine when someone isn’t keeping up and will affect teamwork? There are 3 tests I use:

   1. Are people working around’ a team member because they are not convinced that the work will be done to a high standard?
   2. The team member used to be able to keep up with the workload but, increasingly, are missing deadlines or not producing quality work.
   3. The team member is starting to get negative about all the changes’ and most notably, the process of the changes being introduced.
4. RAISE TEAM ISSUES PROACTIVELY

   If the team does become unproductive or even dysfunctional, team members exhibiting behaviours that undermines teamwork, it is important to go to your “stars,” the team members who do support your concepts or programs, and tell them two things. First, tell them how much you value their contributions and the gifts they bring to the team. Second, tell them you need their help in building stronger teamwork among some of the other players. Why do this? Because when the team is under stress, the problem employees never leave. It is your stars who go because they do not like the stress or stigma attached to working on a team that is unproductive or dysfunctional… and a team where the manager does nothing about unproductive or destructive employees.

   Many leaders avoid naming team difficulties because they are worried it will make it worse. The reality is that there are three options when you name things and bring them to the surface

   1. It releases to thoughts and feelings. This may be all that is needed to refocus the team or it emboldens the team to apply positive peer pressure to a recalcitrant.
   2. The second things it can do is clarify and strengthen expectations around team performance and behaviour. This will encourage your high performers. It also may mean some people choose to leave the team. This might give you an opportunity to recruit some new team members.
   3. Some people may leave and provide space for a new recruit. New team members may help in building stronger teamwork among all team members. One-reason new team members may be helpful in building stronger teamwork is they have no vested interest in guarding the past or old way of doing things. They find it beneficial to be focused on the future.