10 Best Practices for Effective Team Building

10 Best Practices for Effective Team Building

As we approach the quarter pole of the 21st century, it has become apparent that the pace of technological change is not slowing down. Rather, we’ve come to expect disruptive, industry-altering innovation as the new norm.

The impact of this economy on business and employment is twofold: Not only are people in task-focused jobs being replaced by automation technology at an increasing rate, but companies are also restructuring to be leaner and more adaptable. Hierarchical structures — where people have well-defined, highly specific duties — are giving way to flatter ones. Cross-functional collaboration and teamwork are the new keys to success.

With artificial intelligence taking on repetitive task work, it falls on human teams to develop and execute a strategy that drives profit and increases client retention. Therefore, it’s more important than ever for organizations to ensure their teams are built for maximum effectiveness. Good teamwork requires a tricky balance, but by adhering to the 10 best practices outlined below, leaders and team members can realize their shared objectives:

Establish Trust

The foundation of any lasting relationship, professional or personal, is trust. In a professional setting, team members have to know others will deliver on promises, support shared goals, pitch in during challenging times and maintain open communication. Doing so often requires making yourself vulnerable and not trying to come across as perfect or putting on a show to guard against people getting to know the “real you.”

58% of people say they trust strangers more than their own boss. This is truly shocking! If someone struggles to trust even their own boss, they likely don’t trust who they work with either.

If you put your trust in team members, and they return that trust, the team bond is strengthened.

How might you accomplish strengthening this bond?

  • Having patience – trust is built over time, so be tolerant and considerate of any mistakes.
  • Remaining calm – this will inspire trust and loyalty because your employees know where they stand with you.
  • Being transparent, open and flexible – being open and transparent will help to get rid of any mistrustful perceptions.
  • Providing mutual feedback – the key is to have a plan in place and a process to follow.
  • Ongoing team exercises – a few examples include the human knot, scavenger hunts and having employees maintain eye contact for 60 seconds.

Understand Yourself

Achieving self-awareness about your strengths, limitations, motivations and tendencies will help you contribute most effectively to the team by taking on the tasks for which you are best suited and by eliminating behaviors that hinder the attainment of shared goals.

According to an American Management Association study, “a high self-awareness score was the strongest predictor of overall success.”

Understand Others

Just as you have a personal work style, so does everyone on your team. Instead of expecting others to operate according to your style, seek awareness of their strengths and limitations.

People who are able to understand others possess the following skills:

  • Pick up on any emotional cues (verbal and non-verbal) – the tone of voice, body language and other non-verbal ways of communication.
  • Actively listen to what others have to say – this will help the person speaking to feel more at ease and able to communicate better.
  • Aware that not everyone has the same point of view – show sensitivity and understand their perspective.
  • Provide assistance – depending on the understanding of the emotions and needs of the person.

By learning about each other’s intrinsic motivations and work styles, team members can understand why people do what they do and reduce unproductive conflict.

Define Roles

It takes different types of personalities to make a team run effectively. Some people are better communicators, some have brighter ideas and some are more efficient and organized. By defining responsibilities beyond specific tasks and thinking about team roles holistically, a team can maximize the talents of the individual members while forming a single entity with the power to achieve great things.

Team Roles Include:

  • Champion – someone who promote ideas, rallies the group and drives change.
  • Creator – someone who generates ideas, designs solutions and welcomes creative challenges.
  • Implementer – someone in charge of the daily work activities and administration tasks.
  • Facilitator – someone who manages relationships within the team and externally; they are the glue that holds everything together.

Set Ground Rules

It’s your team, and the team is free to make its own rules of engagement. As a group, you understand team strengths as well as potential pitfalls based on the mix of personalities and work styles. Rules may relate to how members communicate, how they establish and meet deadlines and how they handle obstacles. With ground rules in place, members know how to navigate challenges and how they will be held accountable in a non-hierarchical structure.
Important: Ground rules should be flexible and changeable based on team needs. Following rules simply because they exist is not an effective practice.

Setting ground rules within your team can help improve the quality of work life by:

  • Creating open communication.
  • Ensuring employees act professionally.
  • Making sure all employees are treated the same and with respect.

Conduct Negative Polling

Instead of asking people if they agree on a given approach, decision or meeting point, ask if anyone disagrees. You are giving them the opportunity to voice concerns rather than simply acquiescing in an effort to go along with popular opinion. Even if arguments arise, remember that constructive conflict is healthy and often leads to better results.

In order for this to be successful, guidelines and rules need to be set to make it clear that the concerns and opinions stay focused and tolerant.

Give and Accept Feedback

If feedback is provided in a way that supports the individual’s growth and development, it can be a wonderful tool for identifying potential blind spots and increasing self-awareness through others’ perceptions. In a way, team members are coaching and developing each other, and obstacles to team success are being addressed in a respectful, constructive manner that focuses on professional growth rather than on personal criticism.

43% of highly engaged employees receive feedback once a week, compared to 18% of those with low engagement.

Take Time for Reflection

It’s easy to become caught up in deadlines, checklists and moving things into the “done” pile, as there are always more challenges lining up to take the place of completed assignments.

Unfortunately, bad habits can develop, and opportunities for system/process improvement are often missed. Take the time, as a team, to reflect both on accomplishments and setbacks. For the former, to reinforce and improve upon what worked; for the latter, to focus on what can be done better next time, not on who deserves blame.

The perfect time to do this is at the end of every year. This can allow the team to reflect on where they have been, where they are now and where they are going. These questions can also be asked for reflection on an individual’s accomplishments. Reflecting on accomplishments at year end will give team members appreciation for their hard work, along with the realization and recognition of how well they performed.

View Team Building as an Ongoing Activity

Team effectiveness is not something you think about offhandedly in between all the other stuff, whenever you might get a chance. It should be your focus. Projects will come and go, but the team is the engine that drives the business result. And just like engines need maintenance to run efficiently, teams need to revisit best practices to make sure effectiveness remains optimized. It is the most important investment you can make for your team.

Leaders Know When to Lead and When to Step Back

Leaders can play an important role in team development, whether it’s setting the standard for accountability, facilitating communication or mediating conflict. They also know the work styles of different team members just as they know their own. However, it’s important that leaders’ strengths and limitations are on the table alongside everyone else’s and that they are open to improving their contributions and increasing self-awareness. In the end, team members will only be as committed to team development as the leader is.

A true leader on an effective team does not try to take over, make assumptions on behalf of other team members or micromanage their contributions. Doing so defeats the value of the flat, cross-functional structure. It also shuts down communication and limits interaction. The secret: if leaders follow the other nine best practices described above, this 10th one will fall into place naturally.

“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”

Andrew Carnegie

Caliper’s organizational-development consultants are experts at guiding and facilitating team-building and team-development workshops and programs. Contact us today so we can help you maximize team effectiveness within your organization.