Building a Winning Team

Team-based project work is a common practice in today's workplace. Two heads are better than one, the saying goes, and many companies think the more heads working on a project, the better off the end result will be. But successful teamwork doesn't come without effort and planning, much of it on the part of the manager. How can you foster the best environment for teamwork in your office?

It's important to remember why many companies support project work in teams. A group thinking about a problem means more ideas, more voices, more conflict and more viewpoints than one staff member dealing with a problem alone. Teams bring with them the increased possibility of success, but also a situation that can be more difficult to manage. The key is to keep these things in mind while managing a team, and concentrate on achieving the following goals:

Be clear about objectives.

For a team to be truly successful, every member has to know what the common goal is for the entire team. Next time your staff members are walking out of a meeting, ask them what they would say your group's main objective is. If they can't give a clear answer, you've got a problem. If team members don't know what they are working towards, they will not only be wasting time on unimportant tasks, they will also distract from the "team" feeling.

In a game of soccer, everyone on Team A is working to beat Team B. There are many different positions doing different things out on the field, but they are all working to achieve one end. Make sure everyone on your team knows how they can "win" by the end of a project.

Trust others like you want to be trusted.

We've all heard of "trust-building" exercises at corporate retreats; one staff member gets up on a table and falls backwards into the out-stretched arms of co-workers. The idea is to trust-without seeing-that they will be there to catch you. Your own trust building methods don't have to be so physical, but it is an important factor to remember for a successful team, and it works in a few directions.

First, you have to trust your team and let them know that you do. Share information and thoughts with them as peers, not subordinates. This will work to build their trust in you as a leader, and also helps in building a single vision for the team.

Team members also have to be able to depend on each other; if one staff member doesn't believe another member is capable of their workload, their own work may lack dedication and focus. If someone thinks a project ultimately will not be the best it can be, they may not waste their own energy on it. Build trust by highlighting the success and accomplishments of team members in front of one another. Be sure that people on the team know how great their fellow team members are.

Avoid too much virtual reality.

Get in front of your team, and get them face-to-face with one another. Too many emails or conference calls can turn into a lack of personality on a team and creativity sparked by human interaction. Live meetings often result in more animated discussions, better interaction between staff and more excitement! Think about it-when is the last time you had a really great discussion over email?

It's crucial that a team knows itself; staff members who know the strengths and interests of others on their team have a better chance of going to someone else for help, inspiration or support. It's hard to do that over the Internet or phone lines, and a cohesive team means a better chance of focusing on a common vision for the group.

Assign responsibilities.

Teamwork can sometimes result in employees slacking off because they know someone else on the team will eventually do the job. It is crucial that every team member have specific tasks that they will be responsible for throughout the duration of the project. This will foster not only an obligation to their supervisor, but also to the other members of the group. At the beginning of every week, go over specific tasks for every person on the team, and then ask for an update the following week. The purpose of a team is to achieve more than one or two people alone; be sure your team understands this concept.

Many professionals acknowledge that working on teams can be a challenge, but what many people don't realize is that managing those teams can be an even bigger ordeal. The opportunity for reward (better solutions, faster results and happier staff) makes it worth your effort, though. Leading a team means you have to work hard at creating the right environment for your staff, which will rely heavily on common goals, trust, interaction and responsibility. By keeping those four issues at the top of your "to-do" list all of the time, you will guide your team in the right direction-towards successful project work and (more importantly) a long-lasting understanding of the power of teamwork.