Team Building

Traditional Team Building- the beginning of the end

Let’s talk teamwork: how teams are traditionally formed and why so many miss their goals and disband before successfully finishing their established tasks. As always, we refuse to accept the phrase: it’s the way it’s always been done.

Team Building Basics - the Norm

Typically a group of Subject Matter Experts (SMEs) are assembled with an assigned team leader, who (hopefully) has a proven track record with respect to team leadership. Often, this scenario can lead to issues getting in the way of success such as egos and mismatched visions among team members. 

When a team goes “off the rails,” some group leaders have the option to contract with a consultant to help get everyone back on point. It is my experience with team consulting (both successfully and unsuccessfully), to provide the observation and opportunities for fresh approaches to team building. In fact, I have found that around 75% of the time, it is too difficult to save a dysfunctional team; just disband and form a new one. Let’s begin anew, taking a different approach right from the beginning with regards to problem-solving and team building. 

Issue 1 - Frustration out of the Gate.

Many teams come together with no scope or a poorly defined one. Already they are frustrated from that very first meeting. Identify the scope of the project first, and stick to it! Then start the team building process suggested below.

Issue 2 - Not Everyone is a Team Player

Rather than having a manager assign team members (from experience I can assure you that at least 1-3 chosen members will have little desire to join). Instead, take a different approach: similar to the National Football League (NFL) and draft members on both their ability to get the job done AND their desire to be on the team. 

We can correct both of these issues together.

Stakeholders will put the word out across departments. Ask for volunteers with similar synergies: people who are aware of the challenges / scope and desire to join the project. Hold a special “Draft Day” meeting and pick a kick ass team. The best cohorts are made up of people who truly have that desire to be part of a team challenged with a worthy task and reward at the end.  

Issue 3 - The Right Lineup

The best teams are comprised of 5-7 members with 2 in reserve. Of the first string, 2 should have little experience in the field. It sounds counterintuitive but, Fresh Faces will often bring the courage to ask the seemingly-na?ve questions that so often lead to real creativity and innovation.

The Leader must make sure all members including the stakeholders understand the team rules and how the team will function. A good team leader must have courage to call out accountability up and down the company line. The team leader should take the time to ask for everything it needs to be successful at the rules meeting. Leader feels budget is too small, most are under budgeted, now is the time to ask for an increase.

*3-5 people - who are they and what are their skills? 

Issue 4 - Paying the Toll

The preliminary “rules meeting” should bring all hands on deck including Stakeholders and Executives, so everyone is aware of their roles with clear responsibilities so when the time comes, (and it will come), can be held accountable. Goals and project points will be discussed along the way, identified as tollgates. A tollgate is a team performance review presented to the stakeholders, financiers, used for seeking approval to keep the team together, grant additional funds, tools, and materials needed to move forward or reasons to disband the team. Like traveling on a toll highway, these are checkpoints to make sure everyone is paying their dues to proceed.

During the initial Rules Meeting, zero tolerance requirements should be reviewed for topics such as: arriving late to meetings, missing meetings, missing more than one tollgate review, and finally how the remaining tollgates will proceed. Everyone involved must buy into the scope from the kick-off for the team to succeed. 

Plan to be successful from the beginning.

Take the time to set your team up for success, because everyone will thank you for it! Right in the beginning of the project. If you anticipate needing an outside consultant for a particular skill set, now is the time to ask. Get everything out into the open now. Reiterate the rules and gain executive support. The rules meeting lets everyone know they have the best team members with a dedicated leader. As the team starts their journey towards success, unforeseen challenges and trouble will arise; it always does (otherwise the team probability missed something). It’s ok to ask for help from stakeholders because they have a vested interest and make sure the team will get what it needs to keep moving forward, because they need the success as well as the team.

Additional Reading

Please search and read TEAM VIPER, a story of the forming, trials and successes of the team responsible for the iconic high performance sports car. I found it so inspiring: an unbelievable team performance and an excellent read!