One thing I have been told over the years is that I often manage to put together good teams, teams that are efficient, that deliver, and that enjoy working together. What is the secret to building a team like that, and how do you do it?
Today I thought I would share a few tricks and tips about leadership. One thing I have been told over the years as feedback is that I often manage to put together good teams, teams that are efficient, deliver and enjoy working together. What is the secret to building a team like that, and how do you do it?
A fundamental point is that you cannot mechanically follow advice. You have to have empathy and passion, but you also have to be honest about what you are doing. You cannot just tick off "buy the team coffee" and move on and think you have now built great team spirit. You have to participate, want to be there, create engagement in the coffee moment yourself. Many times I have talked to unhappy team members from other teams who are frustrated that their project manager does not put in the effort, and if they do, it is more because an order has come down from above to buy coffee than because they themselves want to, that they care about their team.
My first tip is therefore, work with micro-rewards (coffee, post an envelope with a small treat and a handwritten thank-you note), but make sure you show up in what you do so there is some form of personal engagement. I generally believe more in many small things than one big party, and that is the feedback I have received most over the years.
Better a simple after-work at the office with pizza and small treats and surprises than a big kick-off trip. And think about not delegating it to someone in the project because you are short on time. That is the worst thing you can do. The team wants to feel that YOU have put in the time for them, that is the point.
Plenty of research on how to build effective teams underlines the importance of having a safe environment in the team. That is, everyone dares to admit mistakes and shortcomings without being attacked. There must not be a blame culture in the team. Everyone makes mistakes.
One way to build safety is to be honest about your own mistakes, shortcomings and errors. Nothing makes people lose respect for someone faster than being unable to admit that they got something wrong or thought incorrectly. I make mistakes all the time, but I usually say that the trick is to try to make new mistakes rather than the same ones over and over. Lead by going first and telling people, straight-backed, what you got wrong, and listen to what the team says when you share it.
Different teams have different levels of seniority, so the level of clarity varies. Being clear is not the same as micromanaging (although it can sometimes be perceived that way). When things are stressed and messy, it is extra good to be clear. I want you to focus on this, and nothing else. Do not do that, do this. No maybes, no would you possibly consider, no what do you think about perhaps, no, no. Straight, clear decisions. But for goodness sake listen to any counter-arguments that come back, sometimes you are not right about what is most important, actually.
Clarity builds safety. Everyone knows what applies and what to do, and the team knows that if it goes wrong, you as leader will say you chose wrong. That creates a good team.
Build a transparent and honest environment in the project by thinking about both the relationship with the steering group and the project organisation with the vendor, and the internal group.
Work with the internal project group in different ways, but treat people as adults, meaning be honest about what is happening, do not hide problems. Encourage the project group by giving micro-rewards and having an open dialogue, coach people who are supposed to give information, and give feedback to ensure good meetings.
Good luck, and if you want to bounce ideas, get in touch with us at Commerce Mind. We have long experience of leadership and building teams.
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