If you're a team leader looking for ways to make your team more effective, you might consider taking a look at the team dynamic. It can make or break any given project you're working on, but it's an aspect of management that often gets less attention than it deserves.
Personally, I've been on teams that I loved. Teams where I felt deeply connected to my colleagues and believed we could do anything together--you know, within the scope and budget of our federal contract, at least. Each person had the right skills and right attitude to create that magical chemistry. Great teams like this push each other to do their best work. It's truly a case of the total being greater than the sum of the parts.
And I've been on teams that weren't like that. Instead of feeling connected, I felt like we were a loose collection of people thrown together to do a job. I liked each individual well enough. It wasn't an issue of incompetence or negativity. It was that we lacked a reason for being together. We didn't know each other well enough to figure out who was best suited for what parts of the job, and didn't bother to try.
Being on these teams wasn't necessarily a bad experience, it just wasn't exciting or inspirational. As a result of the lackluster team dynamic, we achieved less. Then in search of greener pastures, we each took the first opportunity leave the project for something more interesting.
If you're the team lead, one of your most important responsibilities is to create that sense of purpose and one-ness with everyone on the team.
The most common mistake team leads make is that they focus on the "what." Every team is formed to complete a task, project, or reach a goal. Teams, of course, need to know what they're tasked to do and the big picture impact of accomplishing the work. However, the "what" is typically not enough to inspire people to work together.
Instead, the team needs to really know each other in order to succeed. Having a series about what each person is good at, what they're interested in, and what their aspirations are is the essential starting point. Once there is a solid understanding of what drives each person, the leader and team members alike are better able to align each person with opportunities that suit them.
The concept is to bring the best of their collective humanity into the work they do. In their book, Do Big Things, authors Craig Ross, Angela Paccione, and Victoria Roberts ask, "Has your team answered this question: Who are we and who do we need to be as people -- together -- to succeed as a team?"
The answers help inform other members of the team about each individual's strengths and motivations. It helps the group be on the lookout for opportunities for others to do their best work. It also helps define the common team purpose--above and beyond what task or project you're trying to accomplish.
You can do this whether you have the chance to handpick team members or not. In fact, I'd argue it's even more important to focus on building camaraderie on those teams that come "preassembled."
Your relationships with those you come to know through teamwork can be among your strongest professional bonds. These relationships add value, interest, and purpose to your work. As a team leader, you play a critical role in creating an environment for the team to grow together.
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