Ask Me Anything: Team Development pt 2

In the past months, I’d launched a number of web-based dialogues, inviting entrepreneurs and business owners alike to ask questions related to business and marketing. I would do my best, drawing from my experience at the highest levels of corporate strategy and branding, to deliver actionable insights.

In our highest attended session to this point, we hosted over 250 excited executives and entrepreneurs, curious about how to activate their teams, amplify results, and foster the ultimate career experience within the walls of their companies.

Initially, we asked them: what is the team dynamic of your organization? Have you ever wondered how you can improve company culture? Are you building a team and looking to set the right tone before you scale? How are your employee retention rates? Are your employees raving fans of your culture and how often do they refer new candidates to the team?

Is company culture the missing ingredient in their businesses. Can they improve team dynamics to improve outcomes? This installment follows a previous article.

How do you tell how well the group is functioning? -Penelope

Good question @Penelope. Using tracking mechanisms like key performance indicators (KPI) can give you insight into team output from a somewhat clinical standpoint. However, added context from team dialogue and one-on-ones can give you a more complete view of team functionality.

Some leaders can sense team dynamics in the energy or even the creativity and personalization of individual workspaces. You can learn a lot by observing a team as it arrives for the day and how it departs. Is the energy stale or awkward? Are they happy and excited to be there? Are they still smiling at the end of a shift? How many come in early to prepare and how many stay late for the same reason?

Throughout the day do you see them helping each other? Is there deskside chatter? It can be a productive sign of a strong team dynamic when it is work-related and even relational in nature. Team members are aware of each other’s families and interests tend to be more supportive of one another.

Lastly, do they hold each other accountable to an agreed upon standard and is that standard aligned with the company mission? If the answer is yes, then the team is functioning well indeed.

What would you say is the “main culprit” in identifying companies missing a little bit of pizazz in their culture? Would you say authenticity of a brand is something that is not easily manufactured? -F.S.

Good question! Many companies that are missing that ‘something’ have failed to do one of two things (and perhaps both…). First, they may have failed to clearly communicate what value they are intending to deliver through every level of the organization. They are not making sure that everyone on the team has all the information needed, are free to ask for more resources, or can opt out if the vision does not line up with their expectations. Of course, opting out could mean forfeit of the position altogether. But I’d rather have a team filled with awareness for the true north of the company -all moving in the same direction, than a team filled with assumptions, free to fill in the gaps with their own interpretations.

Second, the company doesn’t know their team well enough; its capabilities, limitations, and the individual hopes and fears of each team member. When employees know that their best interests are aligned with those of the organization and that leadership team is committed to making sure that the team has everything it needs to be successful, there are no limits (seemingly) to what they can accomplish. Leaders, too, are at risk for making assumptions about what drives each individual on the team and therefor are unaware of the proper motivators for that team.

Invest time and resources in your team, give them the freedom to be themselves, and their performance will respond in kind.

Is there a certain number of people needed for a successful team? -Christa

No. Even an individual can form an effective team with which to tackle a given obstacle. Jim Collins speaks about a personal board of directors where you first construct a mental image of the, say, 5 people whose opinions influence and bring out your best behavior. For some, it’s a parent, a spouse, a mentor. For others, their board is filled with luminaries or historical figures, or even Jim Collins himself.

Once the board is constructed, you would pose a question or dilemma to the group and imagine, based on what you know of them, what their response or advisement would be. In this way, even one person builds an effective team.

Teams of scale necessitate a higher degree of oversight and a more sophisticated communication strategy. However, the same principles of checking in with shared values and best practices apply.

Of course, the larger the team, the more man-hours, specialties, and perspectives are brought to bear and outputs are increased.

What is the purpose of the work? -Chris

Well @Chris, in many ways that is for you to answer. What is it that your team is focused on? Is it a production model where objects are created that are then distributed and utilized by a third party or consumer? Is it a service model where that third party is in need of insight, expertise, a place to stay, or a warm meal? What is the purpose of your work?

Philosophically, work can mean fulfillment or purpose for some, or a means to a financial end for others. Work can provide a sense of accomplishment, whether it be hard labor or bringing order to the numerical chaos of tax preparation. I think if you can find out how your team feels about the work that you do, you will understand how to connect with and motivate them. Through a better understanding of the team, you’re building company culture.

What are the social dynamics of a team? -Jonathan

I’d frame that as part of the human dynamic @Jonathan. Whenever putting a team together and then placing performance expectations along specific timelines, you have risk for anxiety and even conflict. Add to it differences in social preferences and you could heighten the chance for standoffish attitudes and misunderstandings.

All of this is addressed through a robust hiring, training, and communication strategy. Diversity shouldn’t be a problem if everyone on the team was hired with a clear idea of the goals and expectations -and their roles within. Likewise, during training it benefits all to describe, and even roleplay what minor office frictions look like, that there is an expectation that these things will happen, that it’s natural, and can easily be worked through.

Most difficult social dynamics are born when infighting and gossip are allowed to persist. Root it our ruthlessly. That is, the team should always strive to be respectful and to tackle short term conflicts head on. As always, the leader should put the approach into practice and encourage others.

I hope that you’ve enjoyed reading along with this Q&A and that you’ll allow me to bend your ear for a few more going forward. I want to hear your feedback and I am eager to learn from each of you. Please don’t hesitate to reach out.

The views expressed in replies are my own, but have been influenced by years of collaboration with amazing people along with a willingness to fail and to learn.

Best,

Cliff Carey

Founder, American Reserve Clothing Co.

cliff@americanreserveshop.com | americanreserveshop.com

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