Team-work is often slower and always more complex than individual-work; it requires more interaction and greater skill.
Teams go through five stages: forming, storming, norming, performing, and adjourning. Typically, they are not distinct stages; forming and storming overlap. Additionally, storming, norming, and performing may occur simultaneously.
The success of teams is determined before they are formed, when team-members are selected – who is on the team matters more than what the team does. Random team-members never deliver exceptional results.
Diversity represents the strength, complexity, and difficulty of team-work. If diversity isn’t useful, don’t form teams.
10 Teamwork attributes and skills:
- Self-awareness. You must know what you think and how you are perceived.
- Communication. Beyond knowing what you think, you must effectively express it.
- Conflict resolution.
- Trust building.
- Technical insight.
Negatives don’t produce positive outcomes; they frustrate and constrain.
One “wrong” person destroys team-effectiveness. One dominant person can destroy team-work by silencing diversity. One withdrawn, disagreeable person is a bottleneck to efficiency; everyone dances around them. One irresponsible person blocks progress by arriving at meetings unprepared.
Effective teams consist of individuals who openly share their perspective. Your genius seems simple to you, perhaps obvious, but to others its brilliance.
The fear of looking dumb makes teams dumb. Ineffective team-members ask privately in the hall. When questions aren’t asked publicly, real team-meetings often happen after the meeting between the power-members.
Have you seen great teams working? What made them work?
Have you seen teams crash and burn? What happened?