We all know it: it is essential to be able to count on a strong team exactly then when the pressure is at its highest. The classic situations that normally one thinks of have to do with sport, of course, and they have to do with maintaining or regaining concentration during a match to score the winning point.
In my day to day life, for example, the pressure is at its highest between 7 and 8 AM of weekdays, when the children need to get dressed, have breakfast and be ready to leave for school. What happens is that we – as a team, so to say – are all somewhat under pressure. H
owever there are a few tricks I take advantage of in order to make the start of a workday a little less of a traumatic experience for us all and they work GREAT at work too!
- Focus on one objective. Validate it and make it clear to all and everybody. Repeat it again. And again.
In our morning routine, I mentioned that the objective is to get to school on time when I go and wake the kids up. And while they get dressed. And as they have breakfast.
Now, in a work context the concept is the same: mostly, the mistake done is that the organization tries to focus on far too many objectives at once.
As human being we can think one thought only at each given point in time: of course we can focus on multiple activities within a period of time, however there is a limit of what we can take. The same is true for organizations: there is a limit to the numbers of objectives a team can work on within a specific timeframe. It is then key that the team or the leader defines and shares openly and repeatedly priorities. Having a limited set of measurable objectives, shared within the team makes the difference between reaching them all and fail on all of them. Everyone on the team must understand what the objectives are, and what the plan is to make them. It is one of the key tasks of the team leader to make sure each and every priority is constantly repeated to the team: say it, write it, send a newsletter and mention it on the phone. But never forget them.
- Take time to define a plan, step away from it to validate it, reassess it.
For me and the kids, that consists essentially of the sequence of our morning routine: get dressed – have breakfast – brush teeth – check point: any special equipment needed for the day? (like for swimming, art,…) – put on shoes and jacket – leave. The sequence of the activities is always the same and each of us knows it. It is clear, transparent, and foreseeable.
Any changes to this sequence shall get discussed separately (as much as possible) in advance and communicated to everyone.
In a team at work this one point holds perfectly too: giving people on the team a routine helps each of them to plan his own work and makes it predictable to other people too, making space for uncertainty.
- Ensure clear Roles and Responsibilities.
On weekdays, I prepare breakfast, the kids know to wait quietly at the table. That woks: our kitchen would be a mess if we were all trying each to make breakfast at the same time.
Same at work – and I would take it even a step forward: in a top performing team, each member is not only having a clear idea of other member’s Roles and responsibilities, but even of their SKILLS. This allows the team to adjust quickly to new situations and challenges, by activating the most adequate skills, wherever they are in the team. In this context, delegating tasks as a common praxis, helps the team leader – and the team members – to uncover teams skills. I found out my elder son can perfectly take care of organizing the breakfast table and make my life a little easier in the morning.
- Make it easy to ask for help and encourage to give and accept support at any level. Value cooperation.
Do not be judgmental or dismiss anyone’s concerns: let people speak and make sue to actively listen. If they are calling for help, make sure to ask questions to support them in naming the problem they are experiencing. Once the problem has been named, support the team or a team member by finding solution asking “what if questions”.
Cooperation can be extremely powerful to solve problems as well as to increase the cohesion in the team – and ultimately make the team even more performing!
- Reduce pressure: it is OK to make mistakes.
Things may go wrong. Just ensure that the team is encouraging open reviews to learn from it.
Now, constructive criticism must be allowed: just make sure to be specific and state the problem in terms of the behavior not in terms of “person”. Ensure as well you are setting an agreed course of action to manage the problem.
Of course the kids gets distracted at some stage in the process of getting ready for school. That is when they need to get reminded what the objective they are on is all about.
- Keep people informed, build trust. Sharing opinions openly and encouraging participation is the key to bring innovation into the team and boost creativity. In this way risks can be identified early enough and managed accordingly. Teams are performing at a much higher level when they are truly sharing common objectives – and each and everyone is allowed to add a little personal contribution.
- Check progress and follow up. Recognize success. To close the circle, as the objective has been identified, shared, translated into measures, it is then time to check the progress against it.
“you get what you measure”: asking the kids if they are ready, is already enough to keep them focus and get them back on track if needed. In a way, it is a way to reinforce to the team what the main objective(s) are.
And make sure to celebrate success and contribution! That is what gives people energy to keep commitments!
What is the one thing you are ready to do differently in your team? What is the suggestion you are ready to share to drive high performance teams?
Photo: Flickr/ Mathteacher “hot firemen”
To learn more:
http://www.willitmaketheboatgofaster.com/
“Future, Engage, Deliver”, Steve Radcliffe, 2009
“The Stess Pocketbook”, Mary Richards, Management Pockebook, 2009
