For the past 2 years I have been lucky enough to work in a most excellent team. Unfortunately all good things must come to an end, and as it happens Helen, Zaana and Alex have all recently had opportunities to move on to bigger and better things.
While super cool and exciting for them, it has lead me spend quite a bit of time wondering what exactly made our team such a great group to work in, and what can I do to make sure it continues? After having this stuff floating around in my head for a week or so there are the key qualities I have identified that have helped our team to work so well.
Shared big picture objectives
One of the most common barriers to effective team work that I have observed is diverging objectives within the team. When one team member believes option A is the best direction and another believes option B is best conflict can quickly bubble to the surface. Even when an agreement on the direction is reached lingering animosty or personal agendas can remain. If they do these will gradually undermine the achievement of the objectives the team is working towards.
Fortunately in our team each of us had a very similar long term vision, which meant each time we sat down to solve a problem, we were all working in the same direction. Of course we often disagreed on the best way to approach the problem, but agreeing on the long term objective enabled us to look at each solution on its merits rather than getting bogged down debating how the problem fits in with conflicting objectives.
Complimentary skill sets and interests.
Part good fortune, part good design. We each came from different backgrounds and had a different set of skills. While all four of us had similar interests we tended to favour a slightly different aspect of our work. This was great for brainstorming and problem solving as we each came at a situation from a different perspective.
This really was the ideal situation, not only did we all agree on where we were headed, but we thought about each situation differently, which meant in any given scenario, we would be able to come up with several approaches, to the situation, discuss the pros and cons and agree on the best solution or take a combination of each of our ideas.
If there is one thing I struggle to deal with it is secret squirrel types. You know the ones, they know what is going on but like to keep it under their hat, or the manager who works away with their boss on the 3 year strategy meanwhile treating their staff like the proverbial mushrooms (kept in the dark and fed nothing but bullsh… you get it). Fortunately this was not a problem in our team, twice we had a manager’s role open in the team. During the recruitment process we talked amongst ourselves about it, were open about if we wanted to apply, and kept everyone in the loop. It was great as it meant these situations did not descend into some sort of competitive mess and it ensured that if one of us did decide to apply for the role, that everyone was supportive and on side.
This has to underpin all of the above, each of the other three ingredients lead to sharing of ideas, debate and discussion but none will matter if the team members do not respect each other.
So there we go four ingredients for an excellent team. Now to the question of how do I keep these ingredients alive in whatever version of our team continues, I’m, not sure how it will pan out, but it is sure to be interesting!