These Four Things Lead to Team Success
Great basketball players know that no matter how good a shot they are, they need to pass the ball sometimes to achieve team success. They are not always going to have a clear look at the basket, and at times they may be fully surrounded by members of the opposing team. Rather than risk a failed shot, they would be wise to pass the ball to teammates who can bring home victory.
Work-teams—much like sports teams—are a collection of distinct individuals with a common goal: success. Whether that work-team is a cluster of students working on a class assignment, or a group of c-suite executives supporting their CEO, teammates must be able to trust each other and must be committed to the betterment of the group.
The authors (Haas & Mortensen, 2016) describe today’s work-teams as “4-D” – diverse, dispersed, digital, and dynamic. Based on their research and experience they offer four enabling conditions that encourage team effectiveness, and will set up your team for success.
ENABLING CONDITIONS FOR TEAM SUCCESS
At the core of every team and collection of people is their shared goal. This is the team’s collective mission and purpose, or the end result its members are trying to achieve. Goals need to be challenging (but attainable) outcomes that team-members care about. They should be objectives that team members can feel energized and motivated to work towards.
Every good team functions under a set of rules, whether explicitly outlined or implied. For example, a team may create screening criteria, or set a cap on the number of new joiners it will allow at a given time. Team members may be expected to complete assigned tasks, and to treat other teammates respectfully.
You can’t do your best work if you don’t have access to the information you need, or when you’re working with ineffective tools and technologies. Positive reinforcement and effective training can go a long way to support high performance and inspire dedication.
Fostering community and a shared understanding is key. Team members must feel like they are each valued contributors working toward a common goal. A shared mindset encourages members to move past their differences and frustrations, and to see the big picture and end goal.
EVALUATING TEAM PERFORMANCE
Team effectiveness can be evaluated in many ways, but the authors suggest rating your team on the following three criteria: output, collaborative ability, and individual development. Are your team’s clients, customers, or stakeholders happy with your output? How well does your team work together? To what extent are team members learning and growing?
Winning teams make full use of the unique talents of each of their members to achieve synergistic ends. You don’t need a referee to make this call. Team for success and set your team up for a slam dunk!
Haas, M. & Mortensen, M. (2016). The Secrets of Great Work Teams. Harvard Business Review, 94(6), 71-76.
How Does Individual Employee Recognition Help the Team?
Individual employee recognition for a job well done is important. Many organizations have programs that formally recognize employees for their achievements, such as “employee of the month” or “star performer” awards. These awards typically focus on highlighting the performance of single employees. Given that most employees work within teams, how does singling out one team member impact the rest of the team? New Research (Li, Zheng, Harris, Liu, & Kirkman, 2016) explores the positive spillover effects that recognizing an individual team member can have on the rest of the team.
The Pros and Cons of Being a Jerk at Work
At some point, we’ve all met a jerk at work. These people may have reckless abandon for the feelings of others. They may be loud, rude, obnoxious, tactless, crass, or forceful. On the other hand, we sometimes see or hear examples of jerks achieving renowned success in the business world. Successful jerks are oftentimes known for their originality and creativity, and for their entrepreneurial achievement. New research (Hunter & Cushenbery, 2015) explores whether being a jerk has certain advantages, or if the so-called benefits of being a jerk are really just a lot of hot air.
Team Building: Encouraging Your Team to Eat Together is a Recipe for Success
Organizations are constantly looking for new ways to foster trust, respect, and team building among employees, and new research (Kniffin, Wansink, Devine, & Sobal, 2015) suggests a relationship between eating behavior and team performance. The researchers surveyed a group of 395 firefighting officers from 13 American firehouses.
Power Disparity on Teams: Now We Know When It Works
Power is what makes people obey even when they don’t want to, and power disparity on teams refers to a situation in which power is not evenly distributed among team members. Imagine a situation in which a powerful and experienced executive works with several junior associates on a project. This might be called high power disparity, because one person will have all of the power.
Goal Orientation: Helping Team Performance or My Own Performance?
Not all people are motivated by the same things, and goal orientation is one way that psychologists classify what makes people tick. You might think of goal orientation as the basic underlying goal that explains what you do and why you do it. New research (Dietz, van Knippenberg, Hirst, Restubog, 2015) shows how a certain type of goal orientation can only sometimes help performance, depending on the situation.
Workforce Diversity: Does Diversity Training Improve Creativity?
Workforce diversity has become a major organizational issue for most companies in the 21st century, and with good reason; we’ve come a long way from the mono-cultural workplaces that dominated the business world just a few short decades ago. Organizations of all sizes tell us in corporate press releases and social media posts that, within their company, “Diversity drives innovation and creativity!” However, research tells us that’s not necessarily a given.
How to Make Meetings Productive: The Role of Employee Participation
We wouldn’t think that the purpose of meetings is to encourage employee participation. After all, meetings are held for a variety of specific work-related reasons. But the results of these meetings can vary incredibly. Productive meetings can include the successful collaboration of ideas, while unproductive meetings can result in decreased morale in employees. How can we do better? New research (Yoerger, Crowe, & Allen, 2015) investigated the relationship between participation in decision-making, or PDM, and employee engagement in the context of meetings.
Climate Uniformity: A New Concept with Important Organizational Outcomes
When it comes to research on organizational climate, the concept called “climate uniformity” is the new kid on the block. In fact, new research by González-Romá and Hernández (2014) is the first to actually collect data and start to determine what this concept means for organizations. The results are intriguing, as they found that the degree of climate uniformity is related to communication, conflict, and even team performance. So now you might be asking, what in the world is climate uniformity?
Lack of Supervisor Justice Leads to Team Cohesiveness
Supervisor justice sounds like a good thing, and it is. This term refers to leaders who treat their employees fairly, and when speaking specifically about interpersonal justice, it means that they treat their employees with dignity and respect. Past research has highlighted the positive outcomes that occur when supervisor justice is at a high level, for example, employees will be more committed to the organization. However, a new study (Stoverink, Umphress, Gardner, & Miner, 2014) found the opposite. When supervisor justice is perceived to be lacking, there could be a positive benefit for employees who work on teams.