Chapter 29: Daily Leadership and Teambuilding

It is often said employees do not leave the organization, they leave the manager. While it is invariably true that good leaders are crucial to staff retention, they are also much more. Good leaders are the fundamental ingredient to sustained organizational success. A number of factors affect staff retention. Organizations that hold onto employees create a work environment that is attractive to the people who are critical to organizational success. These companies do not think of employees as workers but treat them as associates or partners. Among the many factors that affect staff retention, the most fundamental component is the presence of people-centered leadership. The quality of leadership, especially in supervisory roles, impacts the quality of work life and improves the organization’s ability to retain employees. It is great leadership that creates a supportive work environment, challenging work, recognition, and respect. When leaders focus on people, the organization will have competitive compensation and benefits programs. But quality leadership means much more than simply ensuring low staff turnover.

Successful leaders do not fit the popular media image of an ultra charismatic, larger-than-life character. Rather, organizations need leaders that can staff the organization with the right people, recognize the challenges and opportunities facing the organization, establish and implement an appropriate strategic direction, and drive the organization to continually innovate and succeed. Success depends on the ability to implement the strategic plan and circumstances require changes. Great leaders combine excellence in people management and strategic implementation. They create an environment that makes people want to stick around.

LEADERSHIP

A leader is a person you will follow to a place you would not go by yourself; a manager tells you where to go.

The qualities of a good leader have been studied and postulated to death and the list of attributes is very long. Regardless of their position or claim to leadership, there are a few key traits that true leaders demonstrate; these are traits they cultivate and demonstrate as a matter of choice, not title or job role.

MANAGER vs. LEADER
The manager administers.	The leader innovates.
The manager has a short-range view.	The leader has a long-range perspective.
The manager asks how and when.	The leader asks what and why.
The manager has his eye on the bottom line.	The leader has his eye on the horizon.
The manager accepts the status quo.	The leader challenges it.

Leaders who are effective in the “little ways” strive for the following in their interactions and their work:

• They are present. Leaders pay attention to what they are doing at the moment or to whom they are speaking at the moment. Unlike those folks who are clearly “somewhere else” when you are talking with them, you do not feel unseen, unrecognized, or unheard in a leader’s presence.

• They listen. Because they are present and paying attention, leaders do not just remember talking with you, they remember what you said. After talking with a leader, you do not think to yourself, “gee, I may have just as well spoken to the wall.”

• They speak mindfully. Leaders are aware that their words have an effect on others, so they speak consciously. Unlike the stories of the unfortunate buffoons who scream and yell at executive meetings making people cower, leaders do not need to rely on such antics.

• They encourage. Leaders, being grounded and secure in themselves, find it easier to be encouraging of others. They encourage others to take risks, to pick themselves up after making mistakes, to take their skills to the next level, to pursue their dreams.

• They are honest. Real leaders strive to know themselves so that they have the inner resources to speak, live, and lead honestly. Leaders do not say one thing in public while doing something else more self-serving in private. Leaders do not have to make excuses about poor behavior; if it is unethical, they will find another way to do it.

• They are humble. Real leaders know the long-term costs of arrogance are high. Great leaders have always shown great humility, which allows them to cultivate the leadership traits that truly serve themselves and others.

• They persevere. Leaders know that failures and difficulties are not ends, but simply doors to pass through on the way to greater wisdom and skillfulness.

• They are courageous. Leaders know that everyone, themselves included, has fear at times. Leaders do not let their fears and uncertainties stop them from persevering and pursuing their dreams, from building their skills, or from speaking honestly.

• They are thoughtful. Leaders have the presence of mind to recognize others, whether when saying hello during the day or paying a compliment for work well-done. Being thoughtful of others, leaders are on time for meetings, are conscious of using time well, are organized, follow through on promises, and close the loop on communications.

• They are respectful. Leaders treat others respectfully and require that others are respectful in return. True leaders do not tolerate being spoken to or treated in a disrespectful manner and it is a rare occurrence for that to happen.

What TYPE OF LEADER ARE YOU?

There are a variety of methods to discover what type of leader you are and a variety of names given to the various leadership types. Some models are based on personality traits, others are based on conflict resolution style, and others consider your behavioral style. The different types of leaders are endless: Leaders can be classified as supportive, directive, authentic, empathic, transformational, motivational, laissez-faire, autocratic, consultative, participative, or a whole host of other categories depending on the evaluation tool used. While the actual name of the leadership style you employ may be many different things, you determine the direction alone or let others participate in determining the direction. There are as many different theories about which type of leadership is the most effective as there are names for different leadership styles. What seems to be important to all of the discussions on leadership is the need to be flexible and adaptive when applying a leadership style to a certain situation or individual.

ADAPTIVE LEADERSHIP

Situational (adaptive) leadership was developed by Paul Hersey and Ken Blanchard and is based on the amount of direction and support a leader must provide given the situation and level of development of the employee in relation to the task. Development of the employee is based on his commitment level and competence. The four different types of leadership are: directing, influencing, collaborating, and delegating. Each situation requires awareness of the type of support and direction needed and then the appropriate leadership style is applied.

• Directing. Leader behavior is directive and is used when an employee is not ready to perform a task or set of tasks. The leader controls the process, teaches the basics, and uses a directive style.

• Influencing. Leader behavior is influential. While still closely managing the work that needs to be done, the leader coaches by counseling, mentoring, and tutoring the employee and inspiring and acknowledging the success the person is achieving.

• Collaborating. Leader behavior is consultative. The leader involves the employee in decision-making, invites ideas, or draws them out and focuses discussions. It is a team-oriented approach.

• Delegating. Leader behavior is trusting. The leader can let go, authorize, and determine “what” rather than “how” work gets done. Trust is also the highest form of motivation.

Workplace Issues and Leadership Examples
Situation	Leadership Strategy: Delegating
An employee has been with the company for three years and has mastered her work so well that she can teach it to new hires. Her motivation is slumping because she has little more to learn. What leadership approach best suits her situation?	This employee can and should be trusted to direct her own work. The leader is responsible for determining what needs to get done, and the rest is up to her. Because she knows the job so well, given a little trust and encouragement, she will probably come up with innovative (and cost-saving!) ways to get the job done and contribute more effectively to the company.
Situation	Leadership Strategy: Influencing
An employee, laid off from another organization was hired five months ago. His skill level is high, but he still hasn’t grasped the company’s ways of doing things. How do you lead him?	This employee does not need constant direction; what he needs is support to give him confidence in working within the policies and procedures of his new company. His leader needs to act as a mentor and coach; showing him the ropes and then letting him know when he is doing well or helping him to learn from his mistakes. With just enough support, this employee will become comfortable in his position and confident in his abilities.
Situation	Leadership Strategy: Directing
One of the most competent and dedicated employees asks for a transfer to a different job within the company in order to increase his versatility. From welding he goes to receiving. What style of management is appropriate for this person?	This employee is not ready to do the actual tasks of a receiver. In order for him not to get discouraged, he will need to be directed in his daily tasks until he has mastered them. Because his competence was so high in the welding department, if he is not given enough support and direction to learn his new job, he will come to see himself as a failure and his self-esteem, motivation and commitment will plummet.
Situation	Leadership Strategy: Collaborating:
An employee has been with the company for two years and does a modestly competent job in most tasks. She is not a star but a very dependable and capable worker. What style do you use I this situation?	While many mangers would be tempted to use an influencing style with this employee, she will not grow and realize her potential unless her manager collaborates with her. This participation will give her the confidence she needs to break out of the average rut and really earn praise and recognition. By including her in discussions and getting her input, the manager is saying that this employee is valued.

With a growing emphasis on tasks and results, supervisors have become less concerned with employee development. Unfortunately, this hard-pressure, results-oriented relationship between the supervisor and the employee tends to generate increasing levels of underperformance in the workplace. When employees are labeled underperformers, what really occurs in many cases is a mismatch between the manager’s style of supervision and the employee’s level of dependence or independence. What managers have to understand is that each employee relates to authority differently. Some workers need close supervision while others thrive when working on their own. Many people make the transition from dependence on authority to self-reliance without help, but still others are stuck at specific stages and need some catalyst to move to the next level of independent performance.

Managers need to understand that each employee relates to authority differently. The reality is that each employee can be effectively stimulated to perform better simply through the impact of the supervisor’s leadership.

Leadership PROBLEMS AND SOLUTIONS EXAMPLE 1
Situation	Problem
An employee with limited skills was assigned the front desk reception function at a small company. The individual quickly earned the label of a “non-performer” because she did not find work on her own. Many assignments were not completed and those that were seemed to take forever, with results below expectations. She did manage the telephone reception really well, but that requirement was a limited portion of her job. The only training she received was based on self-help modules that she had to learn on her own.	It turns out that the supervisor was not providing this particular employee enough support.
Solution
The supervisor was given instructions on how to direct work during an assignment, help the individual decide what to do and how to do it, and review each assignment for effectiveness and improvement needed. With support, the non-performing employee began to understand what makes each assignment work well. Her assignments were increasingly successful, earning her recognition from each of the people assigning her. Today, this employee initiates, creates and completes work at a level that impresses her supervisors.

Leadership PROBLEMS AND SOLUTIONS EXAMPLE 2
Situation	Problem
An individual, who without much formal training, had learned to be a computer programmer. This employee was instructed and directed by a senior programmer who literally solved all problems. Recently, a change in the employee’s behavior was observed. The individual began to complete work in his own time frame. He also began to show resentment toward the constant instruction from the supervising programmer. The greater the pressure from the supervisor, the more the employee backed away and seemed to work less. On the other hand, he was indicating that there were projects that he wanted to add to his workload, which always seemed to be in conflict with the supervisor’s priorities.	This individual was outgrowing his supervisor’s style of work. He wanted to become less dependent and take more initiative, but had not developed enough confidence to take on projects that were important enough to put him at risk and challenge his skills. At the same time, he was irritated by the constant overseeing of his work by his supervisor. The supervisor, focused as he was on tasks and results, had no awareness of his employee’s growth and development and continued to insist that the individual conform to his style of direct supervision. It was later found that the employee was taking his work home to escape the constant overview. He was also becoming angry that he could not break from the patterns that were the preferred style of his supervisor.
Solution
The supervisor learned how to back away and supervise from a critical results path (Collaborating) instead of detailed analysis (Directing) of the employee’s work. At the same time, the two had to learn how to inject creativity into the employee’s projects.

Underperformance occurs at every level within a company, even in the most senior leadership roles. Underperformance is caused by a mismatch between the supervisor’s expectations and the employee’s stage of development. While there is a complex interaction between employees and supervisors, understanding the critical transition that occurs for every employee within a wide range of circumstances will better enable supervisors to draw out better levels of performance. The key factor is how the authority’s and the employee’s reaction can best be managed to help the employee develop independence. Improved performance results when managers learn adaptive leadership.

AUTHENTICITY — THE NEW LEADERSHIP BUZZ WORD

Webster defines authentic as “worthy of acceptance or belief, conforming to fact or reality, trustworthy, not imaginary, false or imitation.” Our sense of people’s authenticity has an enormous impact on how much we trust them, how comfortable we are with them, and how willing we are to follow them. It is clear, then, why authenticity is so important to be an effective leader.

What are the consequences when a leader is perceived as inauthentic? There is a significant impact on trust. People are less likely to volunteer ideas or information the leader needs to know. They are more likely to question the motives of the leader. They are less likely to give that leader their all. These undercurrents sap the energy of any team and trust and camaraderie are lost in this type of work environment.

What causes leaders to be inauthentic? Some people come across as guarded or secretive because they are naturally cautious or reserved. This tends to make people uncomfortable when that person is the formal leader because they wonder what she is thinking or feeling. Individuals in leadership positions, who have this kind of personality, must consider ways to reduce this uneasiness in others. Finding ways to communicate that are comfortable for all involved makes a significant positive impact, as can increasing the amount of communication, if it has previously been sparse.

Cultural conditioning from our hierarchical models can cause some leaders, especially those in formal management positions, to believe that to be genuine and vulnerable is a sign of weakness. Coupled with that is a belief that they must know, or at least look like they know, all the answers. But this is not the source of power of effective leaders. Ultimately, leadership is more about who you are than what you know.

TIPS FOR LEADERSHIP SUCCESS

To grow as leaders, we must constantly be growing ourselves. Some questions to ask yourself as you grow your leadership abilities:

• What are my beliefs about what it takes to be a good leader?

• What are my beliefs and expectations about myself as a leader?

• Am I willing and able to be open, authentic, and vulnerable?

• Do I have healthy self-esteem and self-confidence that allow me to be genuinely open to feedback and to the risk of making mistakes?

• Do my communication style and frequency clearly and honestly convey my views as leader?

Here are some additional tips:

• Assume responsibility for your own actions. If you are not successful, do not blame anyone else. Take it on the chin and learn from it.

• Assume responsibility for your emotional reactions. It is not what happens to you that matters; it is what it means to you that determines your reaction. Stand back and get perspective. Ask yourself, “What can we learn from this?” It is easier to control yourself.

• Identify the potential in each of your subordinates. Remember that people tend to live up to our expectations of them. Let your people know how terrific you think they are.

• Make an inventory of the resources at your disposal and use those resources to help your staff perform better. We live in a world of limited resources. Given that restraint, how can you optimize the results your department delivers?

• Be optimistic. Optimism is contagious; so is pessimism. If your team is going to develop a positive, can-do attitude, you will need to set the tone.

• Develop a team vision for your department. Define what the team will become— make it inspiring. It is powerful when you develop your vision as a team.

• Set specific and measurable goals to make that vision come true. Include time frames and resource requirements.

• Treat others with empathy and respect — no matter what. Gain the independence, power, and self-respect that come from doing the right thing, without regard to what others do.

• Think less about your own needs and more about the needs of your team. You will reap what you sow.

• Set an example — be a high performer. Work hard and smart; people will follow your example. Be honest with yourself and your team. Realize that people who work with you will know you for who you are. Be open to their criticism and learn from it.

• Set a schedule for your own training and development — stick to it. Keep yourself growing and motivated. You are worth it.

• Model your leadership style after someone who inspires you. It is hard work to cut a path through the woods; it is much simpler to walk in someone else’s tracks.

• Good input = good output. Find and consistently use good sources of management guidance for reading, viewing, and listening.

TEAMWORK

Teamwork is the fuel that allows common people to attain uncommon results. What is a good leader without a team to lead? You want to develop leadership qualities to build a strong team that will accomplish more than your best individual effort. Teamwork has become an essential element of almost every job in today’s labor market and it is important for business leaders to know how to develop and maintain a strong team culture.

PRINCIPLES OF EFFECTIVE TEAMS

• Effective teams have independent members. The productivity and efficiency of the unit is determined by the coordinated, interactive efforts of all its members.

• Effective teams help members be more efficient working together than alone. An effective team outperforms even the best individual’s best effort.

• Effective teams function so well that they create their own magnetism. Team members desire to affiliate with a team because of the advantages of membership.

• Effective teams do not always have the same leader. Leadership responsibility is rotated among the highly skilled team members.

• Effective teams have members who care for and nurture one another. No team member is undervalued or under appreciated; all are treated as integral to the team’s success.

• Effective teams have members who cheer loudly for the leader. Mutual encouragement is given and received freely.

• Effective teams have a high level of trust among members. Members are as interested in others’ success as their own.

WHAT IS A TEAM?

A team is not just a group of people stuck together working on a project or task. A team is a group of people working together to achieve something bigger and better than any of the individual team members can accomplish.

Groups vs. Teams
Groups A set of individuals who rely on the sum of “individual bests” for their performance.	Teams A small number of people with complementary skills who are committed to a common purpose, common performance goals and a common approach for which they hold themselves mutually accountable.
Little communication	Plenty of opportunity for discussion
No support	Plenty of support
Lack of vision	Process of discovery supported by openness and honesty
Exclusive cliques	Tactical and work groups combine easily into a single team
The whole is less than the sum of its parts	The whole is greater than the sum of its parts
Seeks to hide its identity	Seeks to discover its identity
Leaves new members to find their own way but insists on conformity	Welcomes new members by showing them existing norms and openness to change
Leader manipulates the team to own ends	Leader seeks team decisions by serving the team as a focus for two-way communication

TEAMBUILDING

A team is not built overnight — it takes a concerted effort to transform a scraggly group of individuals into a true team. There are four stages of team building and each has its own challenges that demand different leadership skills. To build and lead an effective team, it is important to understand these stages and adapt your style to help the team through the transitions. Effective leadership requires helping the team through the early stages of development, when a team is struggling to become a coherent entity, to a more mature stage of development, where the team becomes a highly effective, smoothly functioning organization. The four stages are as follows:

STAGE 1: AWARENESS (FORMING)

This stage is when a group of people gets together and realizes that they have a common purpose. They make a commitment to achieve a certain outcome, and each team member accepts his responsibility in the process. In the initial stages of team development, the leader has to bring other members up to speed on the mission. The leader’s job is to create cohesion amongst these individuals chosen for a team and the team members are likely uncertain about their role in the whole process. Very seldom do new team members want to question the leader for fear of appearing “out of the loop” and, likewise, they do not want to answer the leader’s questions in case the answer is wrong.

At the beginning, it is all about self-protection, so the team leader has to deal head-on with the challenge, and that means taking charge and directing the process. There is plenty of opportunity for free, open discussion once the team is formed and comfortable, but now you must focus on direction, clarity, and structure.

Many teams fail to become effective: They get stuck in the forming stage and never really become a team; they remain a group in team clothing. You cannot rush the forming stage. It is imperative that the team members have time to explore and clarify the guidelines, boundaries and expectations, and reveal their uncertainties.

When the team leader successfully provides the necessary clarity and structure, the team can move on to the second stage.

Attributes of Team Development While Forming
Team Member Questions	Interpersonal Relationships	Task Issues	Effective Leader Behavior
Who are these other people?	Silence	Orient members	Make introductions
What is going to happen?	Self-consciousness	Become comfortable with team membership	Answer questions
What is expected of me?	Dependence	Establish trust	Establish a foundation of trust
Where are we headed and why?	Superficiality	Establish relationship with leaders	Model expected behaviors
What are our goals?	Reactivity	Establish clarity of purpose	Clarify goals, procedures, rules, expectations
How do I fit in?	Uncertainty	Deal with feelings of independence	Foster team spirit

STAGE 2: CONFLICT (STORMING)

At this stage, the team is formed and the members feel comfortable with one another: maybe too comfortable, because conflict surfaces. The team is suddenly dealing with issues of power, leadership, and decision-making. Team members are no longer uncertain of their roles and they all have committed to achieving the team’s goals and contributing to its success. The individual team members will disagree on methods, actions, decisions, and opinions. Individual differences have been suppressed for the sake of the team, but this “honeymoon” stage does not last forever. The leader’s role is to diffuse the conflict while validating all the arguments and mediating solutions.

The storming stage does not mean the team disintegrates into chaos and turmoil; it means effective ways to deal with conflict have to be developed and agreed upon. The team leader is responsible for spearheading this conflict resolution “charter” and fostering a win-win result.

Throughout this process, let your team know that this type of conflict is normal and it is not a sign of dysfunction. Many people have been socialized to avoid conflict so overtly let the team know that it is okay to voice their opinions and that the divergent thinking within a team is exactly what spurns teams on to greater efficiency.

The leader has a crucial role during the storming stage. The vision or goal that brought the team together in the first place must be emphasized and reinforced. The danger to avoid is the phenomenon of “groupthink,” where preserving the team takes precedence over sound decision-making and suddenly there is very little conflict.

The storming stage is a good time to shake things up a bit, let other members lead certain projects, and encourage team members to cross-train and teach others. Emphasize the interdependence of the team members and reward the team for its accomplishments. It builds commitment and unity and prepares the team to get busy and get to work.

Attributes of Team Development While STORMING
Team Member Questions	Interpersonal Relationships	Task Issues	Effective Leader Behavior
How will we handle disagree-ments?	Polarization of team members	Manage conflict	Identify a common enemy and reinforce the vision
How will we communicate negative information?	Coalitions or cliques form	Legitimize productive expression of individuality	Generate a commitment among team members
Can the team be changed?	Competition	Overcome “groupthink”	Turn students into teachers
How can we make decisions amidst disagreement?	Disagreement with the leader	Examine key work processes of the team	Be an effective mediator
Do we really need this leader?	Challenging others’ viewpoints	Turn counter dependence into inter-dependence	Provide individual and team recognition
Do I want to stay a part of the team?	Expressing individuality		Foster win-win thinking

STAGE 3: COOPERATION (NORMING)

Once teams emerge from the storming stage, they are very confident they can handle anything that is thrown at them.

The norming stage of team development is characterized by cohesiveness as team members discover they do have common interests with each other. They learn to appreciate their differences, work better together, and problem-solve together. Norming is also a time to sit back and assess just how much the team has accomplished.

Feedback is especially important at this stage, and the team should experience some successes to reinforce their commitment.

Norming can be a time of complacency, so the leader must continue to generate enthusiasm and spark team members’ interest. The team is starting to look like a well-oiled machine and it is not the time to relax and ease up on proactive leadership. The way that teams continue to be successful is through constant effort and attention, so you will always need to keep the fire lit. Be supportive and complimentary, use humor and playfulness, and build strong coalitions within the team. These behaviors will confirm your involvement and commitment to the team and provide affirmation that the team is doing a good job.

Attributes of Team Development While NORMING
Team Member Questions	Interpersonal Relationships	Task Issues	Effective Leader Behavior
Will we be able to stay together?	Cooperativeness	Maintain unity and cohesion	Ensures the team experiences some success
How can we be successful as a team?	Commitment to a team vision	Differentiate and clarify roles	Facilitate role differentiation
What is my relationship to the team leader and other team members?	Interdependence	Determine levels of personal investment	Show support to team members
What role do I play?	Supportive	Clarify the future	Provide feedback
How do we measure up to other teams?	Complacence	Decide on a level of commitment to the team’s future	Articulate a vision for the team
Can we take this all the way?	Self-doubt	Deal with feelings of independence	Generate commitment to the vision

STAGE 4: PRODUCTIVITY (PERFORMING)

The team synergy takes off at this stage. It is apparent that the team is capable of setting and accomplishing innovative and progressive goals. The team is functioning as a highly effective unit because it has worked through all the issues embedded in the previous stages and can now focus on performance. The team members themselves also change their focus and look for ways to improve processes and find innovative solutions. Each team member is confident of the role he plays and he is self-sufficient, but his connection to the other team members ensures he is committed to learning, developing, and improving.

The team leader is now a delegator. In that role, you have to listen to your team members and bring their ideas forward for the team to evaluate. Support the team in their decisions and provide the resources necessary for success. The team leader is not the source of all the good ideas and, by enabling other team members’ ideas, the whole team becomes more effective. Team leaders ensure that activities are coordinated and that innovative suggestions are introduced and fit into the team’s plans. The team is now effectively self-managed and very competent. It is akin to a parent sending her child off to college; she will always be there for support and guidance, but she trusts that she has given her child the tools she needs to go out and be successful.

Attributes of Team Development While PERFORMING
Team Member Questions	Interpersonal Relationships	Task Issues	Effective Leader Behavior
How can we continuously improve?	High mutual trust	Capitalize on core competence	Foster innovative and continuous improvement at the same time
How can we foster creativity?	Unconditional team commitment	Foster continuous improvement	Advance the quality culture of the team
How can we build on our core competence?	Multifaceted relationships among team members	Anticipate needs of customers and respond in advance of requests	Provide regular, ongoing feedback on team performance
What improvements can be made to our processes?	Mutual training and development	Enhance speed and timeliness	Champion team members ideas and provide additional resources
How can we maintain this high energy level?	Entrepreneur-ship	Encourage creative problem-solving	Help to avoid slipping back to previous stages

ATTRIBUTES OF TEAMBUILDING SUMMARY
TeamBuilding is:	TeamBuilding is NOT:
• A way of life. • The responsibility of every team member. • A continuous process. • About developing a clear and unique identity. • Focused on a clear and consistent set of goals. • Concerned with the needs and ambitions of each team member recognizing the unique contribution that each individual can make. • An awareness of the potential of the team as a unit. • Results oriented. • Enjoyable.	• A short term, flavor of the month. • Imposed without regard to peoples’ feelings. • Spasmodic. • Reserved for only some members of the team. • An excuse for not meeting personal responsibilities. • A process where actions clearly contradict intentions. • Seen as a chore.

AN EFFECTIVE TEAM

An effective team is one that has worked through the various stages of team-building and emerged intact. Teams go through phases and even though the goal is to get to and remain in the performing stage, there are setbacks that occur. New direction, new team members, new leadership: These can all cause confusion within the team and threaten its stability, but if team members stay committed to the core characteristics of effective teams, then they should be able to withstand the pressures.

Successful, effective teams demonstrate high achievement in the following areas:

• Appropriate leadership. The leader has all the skills and desire to develop and use a team approach and is prepared to allocate time for team-building activities. He acts as a facilitator on the team. A leader is willing to develop a team approach and encourages team-building activities. He shares leadership responsibilities

• Suitable membership. Members are individually qualified and bring a mix of skills, experiences, and perspectives that provide a balanced group. A suitable member is socially or professional qualified to contribute to the team and helps to the team achieve its goals.

• Commitment to the team’s success. Members are committed to the goals of the team and achieving them. They are willing to devote personal time to developing the team and supporting their fellow team members.

• Positive climate. People are relaxed, open, direct, and prepared to take risks.

• Achievement focus. Team goals are clear, considered worthwhile, require some “stretching,” but are achievable. Performance is frequently reviewed to find ways to improve.

• Relevant corporate rule. The significance of the distinctive ways that the team contributes to the corporate goals and strategies are clear and understood. In effective teams, the team is included in corporate planning and is given or understands the “big picture.”

• Effective work methods. There are systematic problem-solving methods, structured decision-making techniques, and skills for conducting productive meetings.

• Role clarity. Team roles are clearly defined and communication patterns are developed. Administrative procedures are in place that support a team approach.

• Constructive criticism. Feedback about team and individual errors and weaknesses are constructively and positively provided and used as a learning experience. Ineffective teams use soft critiquing: to not upset any team members, neither team nor individual errors are addressed directly and thoroughly enough to eliminate them.

• Individual development. The positive team climate and support helps members to achieve their personal potential. Effective teams have members who have developed the maturity and confidence needed to be assertive or deal with other members’ strong personalities.

• Creative strength. The team encourages and generates new ideas from the interaction of members, rewards risk-taking, and puts good ideas into action.

• Positive inter-group relations. Members are encouraged to work with others for the common good. Relationships with other teams are systematically developed to identify opportunities for collaboration. Negative inter-group relations are characterized by competition and conflicting priorities.

An effective team is a high-performing unit whose members are actively interdependent and committed to working together for a common purpose. A team is a performance unit and the “acid test” is its ability to consistently achieve desired results. To do so, members of successful teams are committed to continuous quality improvement. They regularly review their experiences, assess the strengths and weaknesses of their process, and constructively criticize both individual and team performance. Team members identify blockages to effectiveness. They work together to clear the way for further success through team-development.

The theory of teams is great and all see how the team concept works. But, as much as you are committed to building a strong team, there are one or two employees who make the process difficult. Despite your best efforts and after reading every interpersonal relationship book ever written, there are still some participants who are disruptive and difficult.

This challenge is huge for team leaders. The way these difficult members are handled sets the tone and culture of the team. Does the team become intolerant and exclusionary or does it seek to support and collaborate with all of its members, using every available open communication and conflict-resolution technique known to man? Here are some suggestions for handling some of the typical examples of difficult team members.

Handling difficult team members
Type	Behavior or Comments	Suggested Response
Hostile	“It’ll never work.” “That’s a typical touchy-feely response.”	“How do others here feel about this?” “It seems we have a different perspective on the details, but do we agree on the principles?”
Know-it-all	“I have an MBA from Harvard and…” “Let me tell ya, in my 30 years at this company…”	“Let’s review the facts…” “Another noted authority has said…”
Loud-mouth	Constantly blurts out ideas and tries to dominate meetings and discussions.	Interrupt and ask, “Can you summarize your main point?” “I appreciate your comments, but we should also hear from Susan…”
Interrupter	Starts talking before others are finished.	“Wait a minute Carol, let’s here what Stu was saying.”
Interpreter	“What he’s really trying to say is…” “Yeah, Mike’s got a point. He’s telling us that…”	“Let’s let Mike speak for himself.” “Mike, did Roy correctly understand what you were saying?”
Gossiper	“I heard the CFO say that…” “There’s a new policy coming out that says…”	“Until we verify what was said, let’s continue as planned.” “Has anyone else heard about this new development?”
Silent Distracter	Reads, rolls eyes, shakes their head, crosses arms, etc.	Direct questions to them to determine their level of expertise and interest. Draw them into the discussion and try to build an alliance.

AN EFFECTIVE TEAM LEADER

Here are characteristics of an effective team leader:

• Communicates.

• Is open, honest, and fair.

• Uses participative decision-making.

• Acts consistently.

• Gives all team members information necessary to do their job.

• Sets goals and emphasizes them.

• Keeps focused and follows-up regularly.

• Listens to feedback without defensiveness and ask questions.

• Shows loyalty.

• Creates an atmosphere of growth.

• Has wide visibility.

• Gives praise and recognition.

• Criticizes constructively and addresses problems directly.

• Develops plans.

• Displays tolerance and flexibility.

• Demonstrates assertiveness.

• Treats all members with respect.

• Accepts ownership for team decisions.

• Represents the team and stands up for its decisions and actions.

• Creates energy and excitement.

• Stimulates creativity in others.

• Acts as a sounding board, helping people think through their issues.

• Enforces standards (deals gently, promptly, but firmly with noncompliance).

It is critical for business leaders, managers, and supervisors to learn to function effectively within a team environment. A team culture means building a strong team and keeping the team operational and optimized. Not all groups are teams and using the word “team” in your organization does not necessarily mean your employees are actually functioning as one. Look at the effectiveness of your workplace and that will be your first clue as to whether you have a team environment.

Effective teams are highly productive so it is worth the time investigating and working toward your own team culture.

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