What is the importance of team-building? How do you foster healthy communication in your company?<\/p>\n\n\n\n
Behind every great company is a team running the machine. And behind every great team is a leader who understands the importance of team-building.<\/p>\n\n\n\n
Let\u2019s look at four reasons why team-building is essential for every company, whether it\u2019s a startup or a multimillion-dollar business.<\/p>\n\n\n\n\n\n\n\n
One of the most crucial qualities of a well-oiled team is communication. If a leader doesn\u2019t take the time to build a close-knit team, then the relationships will suffer. In Tribal Leadership<\/em><\/a>, Dave Logan, John King, and Halee Fischer-Wright recognize that a team that acts like a cohesive tribe communicates well with one another about their work.<\/p>\n\n\n\n If you want your team to collaborate more through clear and effective communication, you need to implement team-building exercises. A group activity where everyone tells a fun fact about themselves, or expresses what their strengths and weaknesses are would be sufficient. After taking careful consideration into what your team needs, they\u2019ll display these three markers of communication:<\/p>\n\n\n\n Marker #1: A strong and explicit commitment to shared values. <\/strong>A team that emphasizes the importance of team-building develops shared values\u2014the tribe members and leaders discuss and articulate their values together. With values made explicit, the members of a tribe recognize their shared identity, and they begin to see each other as kin and allies. <\/p>\n\n\n\n According to the authors, an organization dominated by cohesive teams finds creative ways to express and embody its values. <\/strong>For instance, it might replace cubicles with modern co-working spaces to encourage teamwork. Or it might reimagine how meetings work, allowing anyone from anywhere in the hierarchy to contribute equally to the conversation.<\/p>\n\n\n\n Marker #2: Tribe-centered language. <\/strong>In a culture that focuses on team-building, the prevailing mood is one of camaraderie and authenticity, and the language reflects this. Both tribe members and leaders often praise one another, expressing how great it feels to be part of such a strong, collaborative organization. According to the authors, they use \u201cwe\u2019re great\u201d language.<\/p>\n\n\n\n Marker #3: Strong, networked relationships.<\/strong> Individuals form networked relationships\u2014that is, they always interact with at least two other individuals. To an individual that values teamwork, the tribe comes first, so he\u2019s always looking to build strong relationships<\/a> or introduce people he thinks might work well together. Given this, multi-person networking dominates social occasions, and everyone works to strengthen and expand the tribe\u2019s relationships. <\/p>\n\n\n\n \nTITLE: Tribal Leadership A strong leader will pair people up to work on projects or make decisions. These pairings enhance peer relationships and make the entire team stronger. When Trillion Dollar Coach<\/em><\/a>\u2019s author Bill Campbell paired people up at companies\u2014especially people who hadn’t worked together before\u2014he knew he was building alliances and trust within a team. <\/p>\n\n\n\n Example:<\/strong> In 2008, Campbell asked Jonathan Rosenberg, senior vice-president of products, to seek out Google’s new CFO Patrick Pichette, and mentor him. This helped Pichette navigate his way around a new environment, but more importantly, it created a new pair of trusting teammates on CEO Schmidt’s team. <\/p>\n\n\n\n Because Campbell believed that peers were better at evaluating each other than managers were at evaluating their subordinates, he helped to develop a peer feedback survey at Google. The survey examined job performance, relationships with peer groups, leadership, innovation, and behavior at meetings. <\/p>\n\n\n\n These surveys build trust between team members because they feel honest enough to critique their peers, while also opening up a line of communication that allows people to help each other.<\/p>\n\n\n\n \nTITLE: Trillion Dollar Coach Passionate, ideological conflict is necessary for teams to learn from past mistakes, take decisive action, and tap into the full team\u2019s talent and experience, says Patrick M. Lencioni in The Five Dysfunctions of a Team<\/em><\/a>. But dysfunctional teams have a fear <\/em>of conflict.<\/p>\n\n\n\n Fear of conflict<\/a> <\/strong>is a direct outgrowth of an absence of trust. Without the guardrails that trust provides, teammates will be fearful that any conflict will devolve into personal sniping and unproductive arguing\u2014so they avoid <\/em>conflict altogether. Companies that understand the importance of team-building don\u2019t have this problem, because their <\/em>conflicts are about substantive issues, not personal feelings.<\/p>\n\n\n\n Productive, ideological conflict is different from interpersonal conflict<\/a>. Ideological conflict is driven by concepts, ideas, and goals. Teams avoid these discussions because they fear (often correctly) that they will get heated and become uncomfortable. But that\u2019s ok! Passion, emotion, and even frustration are all natural and important parts of the process.<\/p>\n\n\n\n What\u2019s not <\/em>ok is when conflict is rooted in interpersonal politics. This kind of ideas-free conflict achieves nothing and only leads to bitterness and resentment that lingers after the argument is over. <\/p>\n\n\n\n In an environment absent of trust and healthy conflict, teams substitute artificial harmony<\/em> for productive conflict<\/a>, pretending <\/em>to agree with one another to avoid the discomfort that comes with toxic conflict. Without regular, healthy conflict, hostilities and tensions simmer just beneath the surface, coming out as personal attacks, sarcastic and biting remarks, and passive-aggressive undermining.<\/p>\n\n\n\n The consequences of fear of conflict are also deeply harmful to a team. Mistakes that might have been exposed or resolved through open debate go undiscovered and unfixed, leading to wasted time and effort as the team continues pursuing the same wrongheaded course. Since these teams also shy away from discussing controversial topics, major opportunities are squandered through inaction.<\/p>\n\n\n\n The general theme to fixing a fear of conflict is by encouraging teams to deal directly<\/em> with sources and topics of disagreement, rather than ignoring them. Once they see that conflict can be a productive <\/em>endeavor, they will get comfortable making it a more regular part of their decision-making<\/a> process.<\/p>\n\n\n\n Teams that employ the following strategies can engage in constructive conflict free of personal grudges. This is why team-building is important\u2014they learn to discuss and resolve issues as soon as they arise<\/em> and focus on ideological <\/em>arguments, rather than personal rivalries.<\/p>\n\n\n\n \r\nTITLE: The Five Dysfunctions of a Team Leaders should be able to trust their teams to act quickly on their feet without assistance if need be. For teams to respond effectively in a crisis, members need to be empowered to act on their own based on their training, rather than waiting for instructions from authorities who aren\u2019t present or who can\u2019t formulate a response to every aspect of a complex situation.<\/p>\n\n\n\n Two examples of critical airline incidents illustrate the importance of team-building and empowerment, as read in Stanley McChrystal\u2019s Team of Teams<\/em><\/a>. The key difference between the two incidents was that in the first, crew members felt empowered to act immediately (adapt), while the second crew followed a command-and-control structure in which they waited for the captain\u2019s orders (they failed to adapt).<\/p>\n\n\n\n The story of US Airways Flight 1549 is well-known. It was the plane that Captain Chesley Sullenberger<\/a> landed safely on New York\u2019s Hudson River in 2009 after hitting a flock of geese, which disabled the engines.<\/p>\n\n\n\n The crew had only moments to respond to the crisis, which occurred at only 2,000 feet (emergency training addresses engine failure at 20,000 feet but not below that). Every member of the crew sprang into action without being told what to do. In less than four minutes, they turned the plane around, prepared for a crash landing, and splashed down on the Hudson. Everyone on board survived as a result of the empowered teamwork\u2014Sullenberger wouldn\u2019t have had time to assign and supervise all the crew members and still land the plane safely.<\/p>\n\n\n\n In contrast, United Flight 173, en route from New York to Portland in 1978, crashed, killing two crew members and seriously injuring 24 people.<\/p>\n\n\n\n The tragedy began when the aircraft developed a minor problem<\/a> with landing gear while nearing Portland\u2014the gear was down but the crew didn\u2019t know it due to an indicator light not working. When they finally determined the gear was down, they weren\u2019t sure the wheel suspension was working, in which case the wheels could collapse upon landing. <\/p>\n\n\n\n Rather than functioning as an adaptive team, the crew waited to act until they received instructions from the captain, who alone decided what steps to take. The crew then spent 70 minutes following instructions to prepare for an emergency landing\u2014which was five minutes beyond the plane\u2019s fuel capacity. The captain was so focused on ensuring that everyone followed their protocols for a rough landing that he didn\u2019t check the fuel gauge. The plane lost its engines before reaching the runway, and it crashed into two empty houses and many trees.<\/p>\n\n\n\n \nTITLE: Team of Teams According to Nine Lies About Work<\/em><\/a> by Marcus Buckingham and Ashley Goodall, organizations emphasize building a strong corporate culture with perks (like foosball tables) because they believe that it can motivate employees<\/a> to work smarter and harder. <\/p>\n\n\n\n
\nAUTHOR: Dave Logan, John King, and Halee Fischer-Wright
\nTIME: 46
\nREADS: 22.3
\nIMG_URL: https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2022\/07\/tribal-leadership-cover.png
\nBOOK_SUMMARYURL: tribal-leadership-summary-dave-logan-john-king-and-halee-fischer-wright
\nAMZN_ID: XYZ
\n<\/p>\n\n\n\nImplementing Peer Feedback<\/strong><\/h3>\n\n\n\n
\nAUTHOR: Bill Campbell
\nTIME: 20
\nREADS: 76.8
\nIMG_URL: https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2020\/11\/trillion-dollar-coach-cover.png
\nBOOK_SUMMARYURL: trillion-dollar-coach-summary-bill-campbell
\nAMZN_ID: XYZ
\n<\/p>\n\n\n\n2. Individuals Become Comfortable With Conflict<\/strong><\/h2>\n\n\n\n
How to Get Teams to Properly Handle Conflict<\/strong><\/h3>\n\n\n\n
\r\nAUTHOR: Patrick M. Lencioni
\r\nTIME: 15
\r\nREADS: 25.8
\r\nIMG_URL: https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2019\/07\/fivedysfunctions-cover.jpg
\r\nBOOK_SUMMARYURL: the-five-dysfunctions-of-a-team-summary-patrick-lencioni
\r\nAMZN_ID: B006960LQW
\r\n<\/p>\n\n\n\n3. Empowers Team Members to Act on Their Own<\/strong><\/h2>\n\n\n\n
US Airways 1549<\/strong><\/h3>\n\n\n\n
United Flight 173<\/strong><\/h3>\n\n\n\n
\nAUTHOR: Stanley McChrystal
\nTIME: 34
\nREADS: 105
\nIMG_URL: https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2020\/11\/team-of-teams-cover.png
\nBOOK_SUMMARYURL: team-of-teams-summary-stanley-mcchrystal
\nAMZN_ID: XYZ
\n<\/p>\n\n\n\n4. Team-Building Encourages Meaningful Work<\/strong><\/h2>\n\n\n\n