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Building high performance teams |
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The Hindu Business Line |
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November 26, 2007 |
Employees should possess a range of competencies and should represent a good mix of age and style.
Nirupama V G
One of the enduring problems in business today is how to find, nurture and sustain teams.
Exceptionally original people are rare, so the challenge lies in getting extraordinary results from ordinary people.
Putting together the right team isn’t just about getting the right head count but also about aligning individual capabilities with organisational goals. Also, it is imperative to know what employees are thinking as they go about their work, and how strong interpersonal relationships can improve job performance.
The difference between a group and team is that a group has no bonding but a team has a purpose and a need to work together for mutual benefit.
As people arrive at their workplaces they do experience a constant stream of emotions, perceptions and motivations as they react to and make sense of the events of the work day.
So even if you have great policies, systems and better compensation, it is crucial to build teams that work together for a common goal. The key challenges to finding, nurturing and sustaining teams:
Selection Criteria:
The key to selection is attitude. Even a genius will be a failure if he does not fit into your culture. You have to define the kind of people who will contribute to your culture.
Before selecting, define the role but be intentionally ambiguous on the kind of people you want, because once we try to define what we’re looking for, we lose the power to consider many different kinds of people.
Organisations have all kinds of people. One needs to ensure that employees are from different backgrounds, have a range of competencies, and are a good mix in terms of gender, age and style. Recruit people with team spirit and passion and you can always train them on knowledge and processes.
Trust:
Ask yourself if you are building reliable teams. Motivated teams are based on trust not employment contracts. Teams bond better when they can trust each other. If you have to build an organisation of trust both internal and external, you have to invest in your staff and most importantly trust them. Get to know them better and as a rule, spend time with teams.
Culture:
Open cultures sustain teams. Studies show that organisations with open and transparent styles always perform better than bureaucratic/authoritative styles. People should have access to the relevant information to perform well. People should be encouraged to criticise but be constructive. An open culture does not mean a casual attitude but an informal one where everyone is respected. Make people participate and take pride in their culture. What people feel about the organisation and what they are prepared to tell others about the organisation can influence revenues and profits.
Compensation:
Compensation is not to be neglected. The most tangible and visible reward is the salary. You do not have to pay the best salaries in the industry but should definitely have the best policy on variable pay. “Pay for performance” and this in the long run will ensure the health of the organisation. Variable pay has to be defined, transparent, objective, and must be paid on time every time. Make a difference to people’s life and they will work towards making “an organisation with a difference”. The only way to stay ahead of the game is to build integrated teams who believe in a common purpose. Inspire people to meet new challenges head-on. Envision a bold future and drive teams to better performances by empowering them. Keep them engaged and connected. Lastly, keep the communication going.
In today’s world there are many engines to drive an organisation but remember all engines are driven only by cohesive teams.
(The writer is Managing Director of Ad Astra Consultants Pvt Ltd. ) |
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