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BUILD A GREAT TEAM!
Choose the right people for the right roles
By Ros Jay
Pearson Education Ltd. 2000 ISBN 0 273 64482 3 150 pages
BusinessSummaries.com is a business book summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com.
Coordinators can easily articulate the collective viewpoint of the team. This is a real team how-to manual that is a quick and easy read! Chapter One: The Team Functions The 9 Team Roles The Plant Every team has a highly creative.from hiring. and keeping enthusiasm up constantly – finally becomes a bit easier with these helpful guidelines. the Shaper is always jumping into action and easily sees the need for urgency. She may have a natural air of authority. This book covers everything from basic motivating. training. They can build effectively on another person’s idea. Putting too many Plants together may be unproductive because they will all try to compete against each other as to who has the best idea.com © 2001 . The Shaper A highly-strung high-energy individual. and while they may not be as creative or intelligent as the others. and are sometimes difficult to work with because they are inherently introverted. They prefer to work independently. Straightforwardness. and a huge dose of diplomacy are just some of the things a manager needs to lead and keep the team working like a well-oiled machine.Build A Great Team Page 2 The Big Idea The job of managing a team .2003 Copyright BusinessSummaries. a firm resolve. the coordinator knows how to communicate effectively. and the team members have a genuine respect for her. to how to handle people during a crisis. selecting. A Plant may not willingly take on the proposal of another Plant. intelligent Plant. They love pressure and operate well in a crisis. so you know exactly what you’re supposed to do. This is your ideas person. The Resource Investigator Your resource investigator is the person who has all the right contacts needed for a project.com . they do have a strong sense of discipline and control. and are able to extract the skills needed from different team members. building. The Coordinator Born with a natural inclination to focus properly on the objectives of the team. Coordinators may have to put a brake on www. They are relaxed and gregarious in nature. Coordinators are usually more emotionally mature than the other team members. and needs stimulus from other people. Even the most difficult situation –like sacking a team member is played out here.bizsum.
They break down general plans into smaller. They will go over it in a very thorough manner. The Team Worker This is your supportive. They do not conclude without first studying the whole document in detail. and some glue from the Team Workers. They never miss a deadline. If you have too many Plants. They are experts in a small field and have dedication to their area of knowledge. They may be more of adapters than changers.bizsum.com . so you can have all nine roles in a team of only three or four people. The Completer They are very meticulous and double-check everything. prefer order.Build A Great Team Page 3 them and see that Shapers don’t hurt others’ feelings in their impatience to get things done. and tend to have a hard time delegating tasks because they want to make sure things are done right. They have in-depth understanding of the subject. and tend to be unemotional and less enthusiastic. They are uncomfortable with sudden change. They can analyze large quantities of data and draw up a careful assessment of the material. The Specialist They are highly professional and show little interest in other people’s work. and charts. Plant. They are great at promoting team spirit and know how to iron out conflict. interpersonal diplomat who is usually good-natured and quite popular. One person may fit into two or three of these roles. The Implementer The person who does the core work of the team. Resource Investigator. They cannot tolerate carelessness in others. The Monitor Evaluator These are objective thinkers.com © 2001 . They make great proofreaders. Completers. They are cooperative about fine-tuning their system proposals. and are best at drawing up timetables. budgets. and Implementers. separate them into different teams. one strong Plant. External matters: Coordinator. For the right mix.2003 Copyright BusinessSummaries. Shaper www. manageable tasks. a few other intelligent people but not as clever as the Plant of course. you need a senior person to perform as Coordinator.
Looking at the short-term. Some people find filing a relaxing task.bizsum. Completer. self-esteem and selffulfillment. If you create the right environment. (a salary that is enough to pay for basic food. shelter. they may be motivated by a number of different factors such as • • • • • Being able to go home earlier Getting a task done and out of the way The satisfaction of completing a task The prospect of praise for a job done well Wanting a reputation for always delivering on time Long-term motivation means you want your team to deliver consistently over time.com © 2001 .com . belonging. while others just seem to want to get it over with as quickly as possible. Monitor Evaluator.2003 Copyright BusinessSummaries. Each member has different needs when it comes to self-motivation. Long-term motivating factors tend to be more general and more abstract such as • • • • • • • Security Money Status Recognition Responsibility Job satisfaction Challenge Key motivating factors: www. Team Worker. and health care) then you need to go up Maslow’s hierarchy and satisfy their need for security. the team will effectively motivate themselves. Specialist Important things to remember: • • • Separate team members who clash Swap members as you see fit Recruit new members when the workload is heavy Chapter Two: Motivation Once you have satisfied a team member’s basic needs. Short-term motivation requires they have enough enthusiasm and energy to tackle the next project.Build A Great Team Page 4 Internal matters: Implementer.
• Train the team together. they will stay around longer. • Be generous. • Be polite. and don’t dwell so much on the negative things the team member did. • Focus on the positive. • Be likeable. • Treat everyone as part of the team. If anyone passes an empty desk they should answer the phone. a free lunch.com © 2001 . and maybe how it can be avoided in the future. even to just take that person’s message. to the temp worker.Build A Great Team Page 5 • The more your team members understand about their jobs. Sit the person down and talk about the circumstances and how it happened.2003 Copyright BusinessSummaries. from the messenger. • Put different people in charge of different projects. It makes them feel included in company policy. like theatre tickets. Don’t expect people to do things for you if you aren’t prepared to stick out your own hand to help them. don’t criticize him outright. Individual rewards: • Praise – Circulate a memo or email congratulating Alison on a job well done • Thanks .bizsum.com .A thank-you card with a small present. Ask people to do things in a nice and polite way. Treat them like human beings. Nobody does bad work on purpose unless they are trying to sabotage your company. • Say what you mean and mean what you say. or a three-day weekend for Bob • Money – Offer a commission on top of the basic salary for the successful account. or a bonus for Jack • Status – Give Tanya a new job title or promotion www. and will want to please you. the reason for them and their value to the whole organization. This gives everyone a sense of mutual respect. Techniques to consider for building team spirit: • Encourage team members to support each other. If your team members genuinely like you. All hands should be on deck when one member needs help before a presentation or meeting. the more they will be motivated to perform well. • Give your team confidential information. • Always set clear and achievable targets • Reward and celebrate achievements • Involve people in everything that’s going on Good leadership guide: • When someone makes a mistake. Make mistakes a learning experience. to the secretary up to the managers.
Motivating a team that’s never around How do you build and maintain a team that’s always out on calls.com © 2001 .2003 Copyright BusinessSummaries.bizsum. picnic.com . tell Angela that maybe Brian is the best person to work with on this problem… • Have a bulletin board in a common area or on the Internet • Train as a team • Encourage the one or two members who are always on a fixed site to help foster team spirit and keep everybody gelled together Motivating people to accept difficult or unpopular decisions www.Build A Great Team Page 6 • Responsibility _ Give Aaron a new area of responsibility based on his success on the previous project • Freedom – Allow Mike to leave the office earlier on a particular day • Challenge – Focus on how well Jeff performed on one task. maybe he can tackle this next big one and earn an even bigger commission! Team rewards: • • • • • • • • Cream cakes all around A team drink after work A team lunch A team outing. and spread around the country? • Meet once a week or once a month • Stay in touch by mobile phone and email • Encourage contact in twos or threes. or a trip to see a trade fair/exhibition A team breakfast in the office Redesign the workplace so it’s brighter and more pleasant to work in Buy more easy chairs for the meeting room and play some nice CD’s Buy a better coffee machine or a cold drinks dispenser Motivating temps and part-timers • Pay part-timers the same rate pro rata as you do full-timers • Make an effort to see to it everyone knows the temp’s name and use it often in front of the others • Follow the same guidelines about keeping them informed • Include them in team activities and rewards • Give them bonuses and rewards individually when their performance deserves it • If you set a good example. the rest of the team will follow it and treat temps and part-timers with the same respect as the other colleagues.
Next… • Place all possible options or solutions on the table.Build A Great Team Page 7 • Once you’ve outlined the case for the new decision. Never say simply because “it’s better”. indicate you are really listening and interested. or practical.com © 2001 . • Use a friendly set up with regards to furniture arrangement. Discuss the problem by reassuring them their response is valid. • Agree on a course of action. Chapter Three: People problems How do you know someone might be having a personal problem and it is affecting the way he or she works? • • • • • • • • • • Drop in productivity Missed deadlines Absenteeism Bad temper. ask the team members for their views on the decision. Admit your own weaknesses. Encourage them to open up by asking open questions. or logical. one-on-one. and summarize what their viewpoint is to make sure you understand and they know you do. Sit on comfortable chairs and allow him to relax. • Provide information on other possible options the person may not be aware of. and not an intimidating desk. • Set a review date www. • Tell them their arguments are valid • Offer a compromise • Give good reasons why your decision is more cost-effective. irritability Lack of enthusiasm Poor quality work Negative attitude Time wasting Poor communication with colleagues More quiet or distant than usual How to deal with it: • Set up a private meeting. • Offer only facts.2003 Copyright BusinessSummaries. Listen.com .bizsum. Don’t allow any interruptions. Have a low coffee table (with refreshments) between you. Finding a solution: • Support their decision. not opinions.
Recognize the signs of stress in your team members: • • • • • • • • • • • • • • Taking work home regularly Failing to take vacation leave Irritability Fatigue Over-critical of others Poor concentration Carrying out tasks in a frantic manner Poor memory Headaches and back pains Apathy Lack of commitment Lack of enjoyment in their work A tendency to catch sickness easily Sudden emotional outbursts Causes of stress: • Too many deadlines.com .Build A Great Team • Let them know your door is always open Page 8 Things to avoid during the talk: • • • • Don’t try to fill every silence. Let them talk Don’t say. “I understand” because it annoys people in a difficult situation Don’t judge Don’t give any advice. or the deadlines are too tight • Frequent interruptions make it impossible to finish a task • Long hours • Poor performance • Heavy workload • Isolated working conditions • Poor prioritizing • Bad working relationships • Fear of redundancy • Internal conflict Other important points to remember: • Follow up counseling session informally • Never break a confidence • Stick to your word www.bizsum.2003 Copyright BusinessSummaries.com © 2001 .
Don’t allow her to take on so much work. etc. Hear out her complaints. Don’t give him monotonous work. This person may be more comfortable talking on the phone than face-to-face. ask a question and wait for the response so she is forced to answer you. • The sulker. If given the silent treatment. Make requests for information very specific and put it in writing. Build up their self-confidence by offering positive comments more than negative ones. • The prejudiced person. • The pessimist. and that she shouldn’t stress herself out. Have a private talk and point out your concern for her health. • The secretive person.com . ask if he needs any help. independent work on long-term projects.bizsum. Remove his fear of failure or risk by relieving him of responsibility. Ask for specifics on why he thinks the proposal will not work. Most common types of problem people: • The non-communicative person.2003 Copyright BusinessSummaries. Team up the chauvinist pig with a group of women who know how to handle difficult jobs. • The moaner. • The over-sensitive. • The daydreamer. but don’t give in just because she seems unhappy. Give him a task to share with someone else so he’s constantly on his toes. Make it a team responsibility. • The loner.Build A Great Team Page 9 Chapter Four: Problem people You can’t change someone’s personality. • The person who doesn’t listen. Ask him to repeat what you just said to see if he got it right. www. Exploit her talent for detailed.com © 2001 . Before he complains. but you can make sure they behave properly while on the job. Ask open questions that force her to explain what she thinks. Never make a critical remark about their work in front of other people. Don’t reinforce his prejudice with remarks about women drivers. • The martyr.
Take disciplinary action or warn them that they will be reported. • The know-it-all. • The aggressive type. but be friendly and nice. Give them credit where it’s due. If she becomes childish. Do not respond to this type.com . When asking them to do something that’s not in their job description. • The manipulator. but make them share it with other team members. stay cool. Give him his own space where he won’t bother others. • There should be a team rule that no idea is sacred. www. Often it’s really not that bad. • The domineering type. weakest. you’ll just antagonize them. • The rule bender. • Consciously recognize each other’s feelings. • The control freak. opt out of the conversation until she is calm and rational. When the domineering personality tries to shout someone down. Stand up for this person if he or she cannot stand up against the domineering one. • The rowdy type. Put instructions in writing and be specific. Respect them by making it easy for them to say no.com © 2001 . • Team members should be supportive of each other. let them know you are asking them for a favor.Build A Great Team Page 10 • The jobsworth type. Anyone may suggest an alternative. • The over-competitive type.bizsum. Don’t humiliate them in front of others. • No one should keep information to themselves. • The buck-passer.2003 Copyright BusinessSummaries. Don’t be too critical. Don’t react. and whether you’re there physically or not. Sit them down and ask what is the worst possible scenario if this new action goes wrong. • Everyone should be able to clearly state what the team objectives are. They tend to pick on the youngest. Chapter Five: Working together • It’s important nobody feels they have more than their fair share of work. Encourage them to beat their own targets. or least experienced one on the team. Talk openly to bring out what their hidden agenda really is. Make it clear that taking responsibility means you are responsible no matter who actually does the work. • The primadonna. Stand up to them whenever you need to. If everyone else ignores him he’ll soon realize how foolish he looks.
overworked or unmotivated Which processes or systems are frustrating to work with? Does the team lack particular necessary skills? Do we lack experience in certain areas? Do we need more training? Do we have any ideas for changing work systems? Find a challenge that will necessitate the whole team pulling together. • Be straightforward and people will not feel the need to gossip. or lack of communication • Targets and deadlines are not met • Illness and absenteeism • Poor or even hostile atmosphere • Low trust and cooperation • Newspapers always left open on the job ads page To address team stress… • • • • • • • • • Call a meeting to clarify objectives Draw up a mission statement to outline team purpose Identify who is bored. • Arrange a date to review how things are going.2003 Copyright BusinessSummaries. Chapter Six: Interviews and team meetings • When choosing a place for the interview. Try a new product launch or a fun PR event. cliques • Sulking. • Call a meeting to discuss any policy issues • Unite the team by focusing on outside threats (the competition) • No commitment to the objectives means the member does not deserve to be on the team. • Make sure there are no interruptions • Ask open questions that require more than just a “yes” or “no” answer • Chat before starting any type of interview www.Build A Great Team Page 11 • Resolve conflict by playing mediator. • Do not tolerate gossip.com . gossip.com © 2001 . backbiting. Identifying team stress Symptoms: • Lax timekeeping • Low quality work standards • Long coffee and lunch breaks • People use “I” instead of “we” when talking • Factions. use a private room with a sofa. snapping. or redecorating the work place. easy chairs and a coffee table.bizsum. Confront those who are spreading stories. Do not allow anyone out of the room until an agreement has been reached.
admit your own weaknesses first • For team briefings make sure everyone is face-to-face. if any. is regular (monthly or biweekly) and relevant to the team • There are four categories of information on which you brief your team: the team progress reports. Be prepared for people to become upset. Let people take time off.com www.bizsum. • Allow time for people to make hospital visits. whether it’s a public relations disaster or an accident or a change of address… • • • • • • • Keep everyone informed all the time Assemble the whole team to give information and direction Encourage questions to make everything clear Involve the whole team in key decisions Be available in case someone wants to talk Let them see you are on their side Never lose your sense of humor Practical matters: • All teams must have one qualified first-aider • Practice fire drills regularly and other emergency procedures • Plan in advance which people are in charge of what during an emergency • When bringing in consultants. or departments. • Encourage questions and comments and note them down • If anyone asks you something you don’t know. the team size is between four to fifteen people. introducing new people. get back to them within two days • Summarize key points at the end of the briefing • Find something positive to finish up the briefing with. brief them yourself when they return Chapter Seven: Difficult Situations Key rules that apply in general/during a crisis situation. and action plans and housekeeping. like a birthday announcement or a sales target that was met • Give the date of the next meeting so everyone notes it down in their diaries • If anyone is absent.Build A Great Team Page 12 • If this is a performance appraisal. announcing policy changes. so people know why they couldn’t do it themselves Coping with a serious illness and death: • Call everyone together and tell them at once.com . run by a leader.2003 Copyright BusinessSummaries. • Give people time to recover and let them feel they can talk openly about it. or go to the funeral. changes. never mind the presentation scheduled for today. Attend the funeral and make sure the organization sends flowers. define clearly why they were asked to help. © 2001 .
exhibition stand staffing.com © 2001 . There will just be some allowance for sick days and doctor’s appointments. this way they bond socially • Organize plenty of team events.bizsum. • If the relationship is strained and people are taking sides. he is happiest sharing the credit for good work with the rest of the team. it’s time to have a private talk with the pair involved. www. • Do not attempt to turn prejudiced people into unprejudiced people. it’s really none of your business. a good team leader can never relax. and when it comes to recognition. lunchtime drinks. say Robin is part of the presentation team but since it’s a one-off thing.2003 Copyright BusinessSummaries.com . let them decide if they want to keep it quiet or will tell the others in due time. • Send one off on a business trip. but one person at a time. maybe one will ask for a transfer eventually… Chapter Eight: Where do we go from here? Expanding the team • Keep the original team together and create a new one to operate alongside it. his full-time role is on the customer relations team with Pat and Jane • Give as many people as you can an opportunity to lead a team group Remember. There is no greater reward than the privilege of being part of a great team and the satisfaction of having played a vital role in building it. Affairs • Generally with office affairs. to separate the pair temporarily. HIV • For members who are uncomfortable about working closely with someone who is HIV+. etc • Treat the team as one unit when it comes to rewards and recognition • Make sure some people have a primary and secondary team. • Separate people who have not been working well together • Let two or more teams share one coffee machine or photocopier. simply ask them to behave like unprejudiced people while they’re at work. give them literature to read so they understand better about the disease • Treat the HIV+ team member just like any other.Build A Great Team Page 13 • If anyone of your team members is diagnosed as seriously ill. But when extra-marital affairs get in the way of business.
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