Teams: How to build effective teams

Constant pressure on companies to perform in competitive marketplaces has placed a premium on teamwork. Problem solving, innovation and knowledge-sharing are vital to an organisation's success and that requires people to interact with others. As John C Maxwell points out in his book, The 17 Indisputable Laws of Teamwork: "One is too small a number to achieve greatness."

Most of us realise the value of teamwork, but feel ill-equipped for a team-building role. Changing values and behaviours of individuals means there is no sure-fire way of creating a high-functioning team, but here are some important considerations when forming and managing groups of people.

Types and size of teams

There are many different types of teams, ranging from cross-functional to self-managed, but they always fall in to one of two categories: formal and informal. Formal teams comprise permanent staff with a defined purpose and their work is usually continuous, such as the HR self-service team. Informal teams come together on a more ad hoc basis, typically to perform project work, such as an HR/IT team, which may be set up to implement the latest e-HR initiative.

It is generally accepted that smaller teams of between five and 10 people are more successful, as groups that are too big make it difficult to form ties and can lead to internal competition. Different types of teams will also require different levels of discipline, but whatever its make-up, it is your role as team leader to uncover and make full use of each team member's attributes.

Where do I start?

It may sound obvious, but teams only work well if they are formed for the right reasons. So assess carefully whether a team is really required to deliver on the assignment.

Forming the team

Team-building efforts often come unstuck because leaders don't invest enough time or instil a sense of shared purpose among its members. Choose the best people possible and have them reach a consensus on the goals and objectives and how the work will be accomplished. For the team to function effectively, match participants to the tasks they perform best and make sure they know that each of the specialised roles they perform are equally significant to the total effort of the team. Remember, simply telling people they are part of a team won't be enough to give them that necessary sense of inclusion.

"Focus on creating good working relationships and mutual trust rather than competitiveness," says Alison Carter, principal consultant at the Institute for Employment Studies (IES). "Part of this comes from team members agreeing on their principles and values, and the rest from appreciating each other's skills and potential contribution. There needs to be a solid air of wanting to help each other."

Training and evaluation

Host regular meetings to keep a check on the team's processes and performance and identify any emerging skills gaps. As the team gels and starts to fire on all cylinders, additional training may be required to combat weaknesses, maintain momentum and keep the team as effective as possible. An independent facilitator can also assist with this process lending insight about the team's functioning and dealing with any personal agendas in a neutral manner. Con-structive feedback can also be given without dampening team spirit.

Handling conflict

Conflict will often arise within teams and, while this is a normal and necessary part of the life-cycle of a team, you must be able to manage it carefully. Avoid closing down the conflict too soon as this will prove counterproductive and stymie team development. Equally, don't allow it to proceed unchecked. Hostile behaviour will only generate mistrust among the group.

Reinventing the team

No matter how well a team functions it will have a natural lifespan. Accept that team members will at some point move on and while this won't necessarily mean disbanding the team, it may require individuals to swap roles and take a fresh approach to the work for it to return to the highest level.

Where can I get more info?

Books

- The Wisdom of Teams: Creating the High-Performance Organisation, Jon R Katzenbach, Douglas K Smith, McGraw-Hill Education, £14.99, ISBN 0077094573

- The 17 Indisputable Laws of Teamwork, John C Maxwell, STL, £9.99, ISBN 0785265589

Related articles

The Nut Island Effect: When Good Teams Go Wrong, Paul F Levy, Harvard Business Review

Websites

www.lawsofteamwork.com
Site for The 17 Indisputable Laws of Teamwork, which offers free online teamwork and assessment

www.belbin.com/meredith.html
Homepage of Meredith Belbin, generally regarded as the leading expert and researcher into team roles.

If you only do five things...

1 Clearly define goals and how they will be met

2 Agree team principles and values

3 Hold regular meetings to assess performance and identify skills gaps

4 Use an independent facilitator

5 Handle conflict carefully

Expert's view Alison Carter on building effective teams

Alison Carter is principal consultant at the Institute for Employment Studies (IES)

What's the best team you've worked with and why?

I wouldn't want to single out any one team as 'the best' as there have been a number that have been outstanding. What the effective ones have in common is that they comprise multi-skilled, highly-engaged people with a huge willingness to 'go the extra mile' to help each other and the team succeed. We also had clear common goals. The good teams have been fun - an often undervalued quality.

What makes a good team leader?

Think of yourself as a coach as well as a team leader and have a genuine interest in developing everyone within the team. Maintain lots of communication, and take an even-handed approach to the distribution of work. I'd also recommend making a fair assessment of individual contributions, linked to interlocking objectives for people who have to work together. Finally, given a choice, get people onto the same site. Virtual teams are fine, but the 'watercooler factor' shouldn't be discounted in maximising opportunities for team learning and exchange.

Why do teams generally fail?

The main reasons include: too many membership changes; a perception that the team goals are impossible; lack of trust, between any or all of the team members, the team leader, and the wider organisation; people hiding things from each other; team members worrying about where power lies within the team - should they share information or will this disadvantage them?

When taking on an existing team, how should you show them you're in charge?

'Showing them who's boss' is not an approach I would recommend. All teams are different, so a one-size-fits-all answer simply won't work. Having some sensitivity for what the team has already achieved is a good starting point.