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Teamwork is so important that it is virtually
impossible for you to reach the heights of
your capabilities or make the money that you want without becoming very good at it.
- Brian Tracy -
I believe that teamwork creates more value and generates more
opportunities than individuals working alone. In this column I have often used the term 'mutually beneficial relationships'
because I truly believe such relationships are the cornerstone of teams. The very basic idea of a team is that
individuals must collaborate and form such relationships.
Teams typically progress through several developmental stages before reaching the point where task performance
occurs-- the performing stage. The stages that can be expected in team development are provided below:
At first, team members feel dependent on the team leader for direction. They begin
internalizing (wondering why they were selected); externalizing (wondering why the others were selected) and then
they begin to feel out the other team members. They are mostly out of their comfort zone thus experiencing some
anxiety and uncertainty as to questions such as; "Will the team be able to work together?" and "What
approaches will the team use?" This is the stage where the a framework for working together including defining
objectives, goals, roles and working relationships are formed.
Team members begin the struggle with the team task as well as the roles each member
will play on the team. Using a Navy term, this stage could be described as the shake-down-cruise. Healthy group
conflict and debate should occur during this stage. Openness and willingness to share ideas and hear from all team
members is important as heated discussions and positioning begin to occur. As these shakedowns situations are one-by-one
resolved, enthusiasm begins to grow.
Coming out of the storming stage, team member should begin to feel confident about
their roles and begin to determine how the workload will be distributed. Methods of communications have begun to
clarify and standard operation norms begin to emerge. The team feels ready and anxious to get-it-on.
After progressing through the first stages of Forming, Storming, and Norming, the
successful team will reach the performing stage where the team focused on the task at hand as the leader begins
to coordinate the team's activities. This stage is characterized by skilled communication among members. While
conflict is essential to express opposing views, members have learned how to listen, appreciate the views of others,
and to express their own views in a non-hostile, non-threatening manner. Team members communicate their progress
to the others and that progress is noted. As this occurs, the whole team becomes familiar with the resources available,
the skills and knowledge found among the team members, and then collectively, they will began to see the desired
results.
It is through these stages that groups become teams and begin to demonstrate traits such as interdependent, sign
of high morale and team identity, intensely loyal to the team, individual creativity, accepting of disagreements,
more task oriented and enhanced people orientation.
In order to remain successful teams need to maintain an engagement or purpose developed by the team and mutually
agreed upon by the members. The engagement would have clearly defined the mission or task and the boundaries within
which the team is to operate. The team will have gained an understanding of its assigned area of responsibility
and designed its own mission, vision, and strategies to accomplish the mission. The team would have defined and
communicated its goals; its anticipated outcomes and contributions; its timelines; and how it would measure both
the outcomes of its work and the process the team would follow to accomplish their task.
The team will continue to hone its communication skills between team members and with the organization for which
it is performing. It will continue to define and redefine roles and responsibilities so that each member always
knows what is expected of him/her. They will always maintained well planned and structured meetings to insure constructive
use of time. As team members demonstrate their interdependence while performing tasks, sharing goals and rewards,
group cohesiveness will be increased. This interdependence and enhanced cohesiveness will allow both individual
members and the team as a whole, to feel accountable for the team's actions, decisions, and performance.
FINAL THOUGHT
Traditionally, the term "management" refers to the set of activities, and often the group of people,
involved in four general functions, including planning, organizing, leading and coordinating activities. I would
count myself as one taking the position that this view is rather outdated. I believe that management needs to
focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding
others to accomplish them. That leadership must be more facilitative, participative and empowering in how visions
and goals are established and carried out. I don't believe that this is a change in the management functions; rather
it's reemphasizing certain aspects of management. I believe that one of the most effective ways to accomplish this
to develop teams. In order for a team or teams to exist at all they will need continued management support. Team
success feeds off itself and will need top management to increase the delegation of authorities as team mature
and prove themselves. Team members have more flexibility, control over their work environment and the opportunity
to increased skills and knowledge.
This appears to me to be a Win-Win-Win. Management accomplishes its purpose (to bring people together to create
an organization, move them to foster and sustain the relationships necessary for effective, productive work, revitalize
them when they're tired or discourage, and compensate them for their efforts.) Teamwork proves its purpose (by
working together as a group and achieving the common goal more effectively that as individuals) - Team members
achieve their purpose (by gaining respect, recognition, status, attention as well as, self-respect, confidence,
and autonomy.
Sounds good to me.... Yea! Team…
JS 09/05
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Jerry Sikes,
RRP / CHA, is President of Professional Resort Operators, Inc., Scottsdale, Arizona. He has over 35 years in the
Hospitality Industry / over 25 years in Timesharing, and is the current Co-Chairman of ARDA Arizona as well as
Chairman of the Arizona Timeshare Management Association.
Jerry is a frequent guest speaker regionally and nationally on all aspects of Timeshare Management and a frequent
contributor of articles for industry publications. He writes informative and easy to read weekly columns on the
business of properly managing resorts and people, and on other issues of interest to the industry.
READ THE COLUMN
Email: boyjerry@cox.net
Web site: http://www.protimeshare.com |
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