Here are 5 functional pointers for developing strategically positive performing teams;
1. One Vision: No team can be set up without a well-defined vision. This must be articulated in multiple formats to ensure progress is in the target direction. The executive leadership must first be clear themselves before representing the vision to the team that is to carry out the project. The project is based on this vision and the vision defines the manner in which the team is formed.
2. Team Operating Principles: The team needs to have some upfront dialogue about the culture expected for the team. Topics such as – what will make the team thrive? What ways will the team deal with difficulties when they arise? What specific actions are supported and what behavior patterns should not be endured? This should include methodologies but in place to handle issues that interfere with the productivity of the team.
3. Role Definition: Ensuring there are specific roles for each team member clarifies each member’s sense of belonging to the team as well as his or her own responsibilities. This is a CRUCIAL point for the dynamic of the team. One such role is that of Mediator. This member is assigned with acknowledging the need for to re-focus on the agenda when discussions get off the subject or debates take on a negative and/or unproductive tone. The definition of roles and responsibilities at the onset of the team formation goes a long way towards avoiding common issues that arise when team members are not sure where the line is between their role and that of another team member. Allowing each member to feel that their role is clear, not only to the leader but to the rest of the team allows for a positive starting point from which to continue throughout the project. This enables each member to offer their perspective based upon the role that has been assigned to them and allows for functional debate on difficult topics.
4. Accountability Framework : At the conclusion of a team meeting, follow-up assignments need to be re-clarified. This exercise helps to confirm the assigned roles and verifies the continuation of the existing structure of the team. It is a good idea to have one person responsible for documenting the agreed upon actions and ensuing all team members (including those unable to make the meeting) are provided with the same information. Accountability promotes a sense of responsibility among team members and increases the probability of staying on track with the vision and meeting the team’s goals.
5. Off-Site Engagement (Retreat): The purpose of taking a team out of their familiar environment is to create a new unfamiliar environment where the members finds familiarity with each other, thus bonding the unit. This could be a half-day, one day or a two day event – depending on the size of the team and the scope of the project. The off-site engagement or retreat can utilize a number of team building and coaching exercises designed to strengthen the core of the group and provide a positive boost mid-project.
