Make Teamwork Happen

Since I work with a lot of workplace teams, I am often asked, “How do we compare to all the other teams you work with?”  I smile knowingly, nod my head and gently respond, “There is no comparison.  All teams are unique and have their own personalities.”

True enough; however, there are a few tell-tale signs of truly extraordinary teams who achieve exceptional results using an effective process while building cooperative relationships:

Diverse Agenda.  The agenda has many topics and different “presenters” to lead that section of the agenda.  Teamwork cannot thrive when the leader dominates over fifty percent of the agenda.

Volunteers.  When tasks are assigned at the conclusion of the meeting or as the team identifies actions forward, team members willingly volunteer based on their time availability, expertise and the workload of the entire team.  Extraordinary teams don’t have to pull teeth to get people to volunteer!

Facilitator.  Extraordinary teams use a facilitator or process observer to ensure the team stays on track, on time, and gracefully intervenes when appropriate.  No one is allowed to hijack the team’s time and agenda without the full consent of the team.

Invisible Leader.  When observing the team during a brainstorming session, I cannot tell who the team leader is.  The leader is actively participating along with the rest of the team and no one defers to the authority in the room.

Aim for Consensus.  For really big decisions, most teams aim for consensus where all can live with and support the decision upon implementation.  However, sometimes teams get stuck.  Extraordinary teams have already determined a “fall back” position where the team either takes a majority vote, remands it to the team leader or parks it until a later time when more information is available.  As a result, teams don’t feel pressured to compromise for the sake of achieving a consensus.

Focus.  Extraordinary teams have clarity of purpose.  They understand the big picture goal as well as the day-to-day mechanics of what needs to be done.  They don’t sweat the small stuff; they focus on the vital tasks.

No Bickering.  Conflict is a natural part of the team process because everyone brings a different perspective to the team.  It takes time to understand multiple perspectives and make some mutually agreeable decisions forward.  Yet some teams move beyond conflict and obsess over stupid stuff that shouldn’t even be an issue among adults.  Somehow, the issue creeps into the teams’ psyche, manifesting into annoying, petty, childish behavior.  Extraordinary teams give themselves a lot of space and don’t focus on these small, pea-sized irritants.

Have Fun.  As soon as you walk into the room, you sense that team members enjoy the work that they do and the people who they work with.  They appreciate a positive atmosphere and collaborative environment.

Question:  Are you part of an extraordinary team?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com

If you are sick and tired of trying to accommodate everyone to create a work schedule with continuous coverage, 24 hours, seven days a week, it sounds like you have been the scheduling sovereign for way too long.  You need to give the responsibility over to the team, but not before you think through a couple of key elements:

Staffing Needs.  Know your staffing requirements and priorities.  Which positions must be filled upon pain of death if there is a “no-show?”  Which positions are important, but not critical to your operations? 

Allocation.  How many bodies do you currently have on board?  How many are you allowed to have on the payroll?  Are you in the process of hiring someone?  Are you using temporary agency help?  Do you allow overtime and for what reasons?  Do you intend to increase or decrease your staff and/or dependency on the agency?

Staff Readiness.  Can your current staff handle this responsibility?  Are they mature adults who can have a rational discussion or will it be a free-for-all mud wrestling that you’ll end up refereeing anyway?  If you’re absolutely certain it’s the latter, you might want to build their team skills before you introduce this concept!

Due Dates.  When is the schedule due and for what length?  I suggest giving the team two weeks to build the next month’s schedule.

Rewards.  Can you offer the team some benefit for actually planning and following through on a team-based schedule (e.g., pizzas or a small bonus if the unit is fully staffed for the entire month)?

Once you have established the key elements to building a schedule, meet with your team.

Tell ‘Em Why.  Describe the reasons why you want to move to team-based scheduling; how the company will benefit, as well as how they will benefit.  Remember, there has to be something in it for each team member to climb on board this concept.

Build Commitment.  Let the team see the advantages to team-based scheduling.  Let them talk about the pros and the cons, the issues as well as the opportunities involved.  They need to own this idea or it will never work.

Describe the Parameters.  The team must work with the key elements you have already thought about.  Be open and honest about why the boundaries are the way they are (e.g., we only have X amount of dollars for agency help). 

Agree on Ground Rules.  All participate, no one dominate.  Be fair and consistent.  Recognize that conflict is part of the process, so have the courage to speak up for what you want, but also the consideration to let others express what they want.  Listen to each other.  Look for opportunities to work with each other rather than against each other. 

Be Fair.  The team should develop specific ground rules to ensure fairness among team members (e.g., everyone must work one weekend every month; we deal with “ties” by flipping a coin).  Remember, scheduling is an ongoing activity.  What may not be “fair” during this scheduling period should balance out during the next scheduling period. 

Prevent Absences.  When a team member can’t make it in for whatever reason, it is that team member’s responsibility to find their replacement.  Period.  It is up to the team to decide how to deal with recurring absences – not you, as the boss!

Facilitate the Process.  Suggest they use a process to help them develop a team-based schedule: 1) Create a visual schedule or “blank bingo card” that ALL can see and write on.  2)  Each team member grab a pencil and write their name in on the “ideal” schedule.  Don’t worry about several names being in the same block.  Conflicts are part of the process and will be negotiated later.  3)  Ink in the work hours that are not contested.  4)  For those blocks that are empty, facilitate the team to fill in the empty blocks.  Recognize that someone has to “give” at some point.  Refer to the “fairness ground rules.”  5)  While the empty blocks are being filled in, other blocks will be adjusted.

Before you know it, you will have a team-based schedule that everyone is committed to following!

Question:  Have you been able to implement team-based scheduling and how is it working?

To book Kristin to speak or view her products go to www.ExtraordinaryTeam.com