High Performance Organizations:
The Next Generation of Teams
Ask anyone to describe a time when they performed at their
peak and chances are they will describe such things as having
a clear goal that didn't change from one day to the next,
having the information needed to do the job well, sharing
the task with co-workers who supported and assisted in getting
the job done, having the autonomy to make decisions and keep
moving forward without having to ask for permission.
In the right circumstances, teams can make major contributions
to an organization's success. But teams are not always appropriate
and can bog down a process. It is important to recognize where
working in teams can bring the best value to your customers
and to your organization.
Many times, when teams are formed, expectations are that
this team will immediately achieve new levels of success.
When it doesn't, management makes a decision to disband them,
never knowing if they could really bring more value than individuals
working separately.
If teams are to be successful, it is important to give them
the time to learn how to be teams. It is vital that you help
your employees learn how to work together as team members.
Americans have always learned, and have been encouraged to
work alone. Individuals think about their career first and
how it can be enhanced by stellar performance. Sometimes those
stellar performances are the very stumbling block that prevents
that team from being successful.
In some countries around the world, the workers have always
worked in teams. They don't know how to work alone. If you
have cross-cultural teams, then understanding the differences
and adapting styles will improve the effectiveness of the
team.
This is what we know about Teams:
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Since work teams were first studied in the late 1940's,
much has been learned about when and how to use teams
successfully in the workplace. Some of the learning was
about things not to do. Other lessons have proved to be
valid and essential for true team mastery.
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Teams do not just happen because the organization wants
teams or values teamwork. Special skills are required,
and the skills are not inherent to many of today's workers
or their leaders. In fact, in many ways traditional practices
have discourage the use of teaming skills and instead
have fostered and rewarded the intrepid individual contributor
who succeeds at the expense of others.
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Teams are not a "quick fix." The real benefits
of teaming can only be realized with a long-term commitment
to the process.
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Teaming is hard work. Team members must learn how to
do their jobs in an entirely different way, and they must
continue in the old way until new skills are mastered.
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Team effectiveness requires balanced attention both
to the job to be done and to the people who are doing
it.
Strategic Enhancement Group has the experience and expertise
to help your organization develop strong teams that make important
contributions to success of your company. We can help:
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Measure your team's current level of effectiveness
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Establish measurement and metrics for success
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Develop a collaborative mindset among team members to
set the for successful teaming
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Develop team leaders' skills to lead successful and productive
teams
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New teams determine their purpose, set goals, establish
team values
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Capitalize on each team member's individual strengths
and talents to meet team goals
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Teams focus on specific problems or challenges and create
action plans to meet those challenges
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Provide problem solving tools and processes for decision-making.
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