Another challenge for teams comes from
Jose R.:
“Can everybody work in teams?”
I am so very tempted to reply with a
sarcastic answer, except that wouldn't be helpful, and this is a
really tough challenge.
Some people I have observed over the
years just don't seem suited to work with others at all. I leave it
to psychologists to analyze and guess why. But most of us have
encountered those who simply like to work independently or even have
a difficult time making conversation with one other person, let alone
a team.
In fact, some people, like myself,
chose to work in fields like computer science to reduce the amount of
time needed to deal with other humans, their emotional states, their
foibles, etc., and maximize their time dealing with the pure,
rational, logic of computing.
And some, like myself (again! ?), find
themselves so disappointed and de-motivated working in organizational
groups where there is no clear vision, objective, approach, sharing
of ideas, focus on results, etc. that they can't function
effectively. In those kinds of organizations I am un-employable (and
have the severance packages to show for it.)
So if we view the challenge as “Can
teams provide a work environment for everyone?” we can see why team
building, team work, team success is difficult for lots of
organizations and anyone who is stuck on those teams.
For those teams that can demonstrate
success through the delivery of great results on time every time*, we
can revert back to the original question and ask: “Can anyone at
all become part of that team?”
And unless the product or service that
your organization delivers to its customers can be built by one
person only, never interacting with anyone else, we need to address
this challenge.
What we have found in our work with
teams using the Simple Rules and Tools of Great Teams* is that no,
not everyone will want to be part of a given team's shared vision,
and adopt the rules and tools to deliver great results. Some just
aren't ready to step out of their comfort zone, give up their
previously learned models and behaviours for mediocre results, accept
the responsibility and accountability to be their best. This isn't a
judgemental statement; it's just fact.
We all become ready to be our best in
our own time, at our own pace. Unfortunately, in my opinion, some run
out of time before they get to a decision.
What we have also found so far is that
the best way to know if one IS ready to be part of a team is to
attend the team building session known as BootCamp from McCarthy Technologies. There one is immersed in the Simple Rules and Tools of
Great Teams and can discover for themselves if they are ready, and
what it means to be part of a great team. As covered in the previous
posts, this also allows the boss to recognize which people are creating which team, and for an existing team to determine their members.
Another choice is to join a great team
for a probationary period to see if one is up to the challenge. An
important team work practice is prototyping: building versions of the
required product or service to be “perfected” (using the
Perfection Game tool). Similarly, a probationary period for a new
member is a use of prototyping.
Being part of a team isn't about group
hugs or being in constant agreement with the rest of the team.
Sometimes independent behaviour by a team member is the best choice
for the team in a particular situation. Further, if the team's shared
vision isn't shared by someone, then it is best that they leave the
team – to possibly form their own team.
So if you are one of those extremely
rare people who never needs to work with anyone else, you don't have
to concern yourself with team work. Happily for the rest of us there
are really excellent options.
Click here for your own copy of the
Core Protocols – the Simple Rules and Tools of Great Teams.
To add your team challenges to the list please add a comment below or message me @ReevesResults on Twitter.
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