Archives for team

Trust Your Team

trust“A team is not a group of people who work together.  A team is a group of people who trust each other.”      Emmanuel Giavarini, Managerial Comm. Mgr. for a French Transportation System 

This quote attributed to the person identified above was found on her Facebook page and immediately made an impression on me.  I suspect it may have that same effect on other readers.

We, in business, work diligently to craft teams that perform at acceptable levels.  This is true almost without exception across all kinds of business organizations if the organization has more than one employee.  We tend to think about this in terms of the word ‘teamwork’; we are taught this from the time we can remember throughout our education.

Teamwork, teamwork, teamwork!

How often, if at all, do we translate teamwork into trust in each other?  When that is stated, it makes sense without much thought being given to it.  If we watch our favorite football team, we see that teamwork is obvious in the level of trust amongst the players.  There is a chemistry that is immediately recognizable.  The quarterback calls a play and everyone immediately knows what each of the other teammates will be doing during the coming action.  Each player trusts that each of the other members of the team will be doing exactly what is expected, where it is expected and when it is expected.  This is especially true in practice when there may not be an opposing team involved in trying to thwart the play.

trust-me

Do you trust each of your team members to be where they’re supposed to be. Are they doing what they’re supposed to be doing when they’re supposed to be doing it?

Of course you do since that is what it takes to produce consistent results.  This might be more easily observed in a manufacturing environment but it is equally as important in an office.

How often thotrust-e1400663980941ugh do we actually think of a team as being based on all the members knowing they can trust their other team mates?  If one member of the team doesn’t have implicit trust in each other member of that team, the team won’t function as well as it should. .  This is fairly easy to picture in a physical activity since there are physical actions that intertwine with the physical actions of the other team members.  Think of firefighters who instinctively know what every other person is going to be doing.

When we transfer this team trust concept to the office, it is potentially more difficult to picture. Thoughts are impossible to see.  Teammates know that there are things that need to happen but we are not necessarily able to see them happening.  We take it on faith that each step will occur as it needs to occur.

We trust each other; therefore we function as a team.  If that trust isn’t there, we do not function as well, if at all.  As the quote said,

A team is a group of people who trust each other.

021_phixr     Alan Campbell, Account Executive

 

Your Role on the Team….

team 2“Sometimes a player’s greatest challenge is coming to grips with his role on the team.”      

 Scottie Pippen, Basketball player

This quotation really hits home for many of us, and it is important to think about it whether we are reacting to a change made by others or we are the person making the decision to announce a change.  Our role on the team is critical to both the team and the players.  There is usually only one point guard to set up the play on the court at a time and the point guard doesn’t always call the play.  The plays available are usually called by the coach from the bench.  Sometimes the defense requires that a subtle change be made in the play, and the point guard has the responsibility to both decide when and how that happens, and is held responsible for the decision’s timeliness as well as for the outcome.

Similarly, we are part of the team in our workplaces.  We may operate day-to-day quite independently but we are still part of a team, and we are accountable for doing our part in making the team successful.  We may well need to alter our game plan given occurrences in our world, but we do so knowing we are responsible for the outcome.  Unless we are exceptional, we will not always make the right call, or even if we do make the right call, it may not always work out.

It is important that we recognize that we are part of the team, and that the rest of team may be affected by some action we take on the spur of the moment.  We need to be aware of the impact our action will have on the team if it fails, just as we need to be sensitive to the feelings of the others on the team whether it fails or succeeds.

Sales people may not have the authority to alter pricing or promise more rapid delivery without conferring with their manager.  Their manager may not have the sole authority team 4team 3and might need to confer with his or her boss.  Production line workers have little leeway in how they perform their jobs for obvious reasons.

If we have been around for any time at all, we probably can think of situations where someone took the initiative and made a decision impacting the entire organization.  We might have had the experience where that was a bold but successful move.  Or, we might’ve watched as that decision caused significant problems for the team.

If we have any doubt about when and where we have authority to make calls to change the usual approach or pricing or promises made to clients/buyers, we know those decisions require the approval of our manager, who may also need the approval of his or her manager.  If we operate in a more autonomous working world, these kinds of uses of individual authority may well have been part of the initial hiring discussions.  Even then, we need to be sure we have a winning track record when we make such decisions.

Too many bad calls may get us benched or traded.  Team players are a valuable commodity to the company and to their fellow team members.

 

Fred D'Amato

Fred D’Amato, President