By Kathy Brohm
Being part of a team seems to infiltrate so many parts of our lives, whether it be as a family member, an athlete, or a project team member. Working as a team and within a team provides us with a sense of accomplishment when we successfully reach our goals and allows us to share that achievement with our teammates. More importantly, being part of a team allows us to explore our strengths and tap into areas that may not be tapped when working independently.
Twitter, facebook, instant messaging, webex, email, yada, yada, yada.
But really, who cares anyways?
These are all tools (that supposedly help us do more with less). And that's all they are, just tools.They are not a replacement for building a relationship and connecting with people in person.
One of the costliest mistakes teams can make is hoarding and competing for internal resources. This typically happens on teams with a low threshold of trust and little focus on people and collaboration.
So, how can your team transform the competition for the best use of internal resources into collaboration?
I can't stop watching the Tour de France! As I mentioned in my previous post, what intrigues me most are the dynamics between the riders that ultimately make or break a team.
Professional cycling is a fascinating sport. I really don’t know much about it, but for the past 8 years I have found myself staying up late and getting up way too early to watch the televised stages of the Tour de France.
Great news for PHR, SPHR, and GPHR professionals! Our Maximizing Team Effectiveness webinar series has been pre-approved for recertification credits through the HR Certification Institute. This 3-part series includes:
How many SOPs does your organization have? Do you have SOPs on how to write an SOP?
What core values guide the people in your organization? Are those values real as you hire people, work together, and serve your clients? Or, are they just pretty posters on a boardroom wall?
How do you handle your training? Do you give people a list of the 791 things they can do, a list of the 427 things they can't do, and then have them sign the bottom of the page indicating they understand it all (I've heard it called "check a box training")?
One of the costliest mistakes I see teams make is when they hire people who are just like they are. This, more often than not, happens on executive teams where the primary leader has a very dominant personality.
The problem is that it creates a culture where certain behaviors are rewarded and other much needed behaviors in the organization are criticized. It also breeds "group thinking."
So, how do you avoid this costly situation?