You have outstanding employees, all of whom have the necessary qualities. But the desired results still don’t materialize? Your management team has always complemented each other perfectly and has always been well attuned to each other. After restaffing, you now notice that the team occasionally falls out of sync. Or you simply want to ensure that your management team continues to meet the requirements of the market in the long term and that you and your company continue to develop.
There are no clearer indicators of the potential of a company than the quality, skill, flexibility, and responsiveness of its top teams. However, when looking behind the scenes of a company’s success, there are three essential aspects that often go unnoticed:
- The team – and not the individual – is the fundamental building block of success.
- In turbulent times, managers need an agile and supportive team more than ever.
- Adding a new team member without considering the team’s idiosyncrasies and stage of development means overlooking a criterion critical to talent recruitment: “Team fit”.
Because we firmly believe that the whole is greater than the sum of its parts, we have developed an easy-to-use tool that helps you to introduce and integrate a new team member.
It can also be used as a team activity where team members gain insights about themselves as a team and engage in constructive dialog about how to move the team forward.
This will help you to strengthen the team spirit. Collaboration results from a certain mindset. It is an inner attitude. It is lived when the team culture is both strong (in line with goals and values) and agile (with greater room for maneuver).
Four phases of team development
Four steps to a successful team: Align, build, connect, develop
The functional role
… or: Are all team roles (correctly) filled?
Everyone on the team has two roles: a functional role and a team role. The functional role defines what an employee is responsible for at work. However, the employee’s contribution to the team is just as important.
We propose six team roles below. Important: When these roles run counter to the direction the team is thinking and acting, they put a strain on team performance.
a person with vision beyond the horizon, who communicates “the success of tomorrow” in vivid images and convincing words. A visionary puts possibilities within reach. Without a visionary, the team can do quite well at times but lacks a direction in the long run.
a team member who carries a project and drives it forward as needed to bring it closer to the vision. The explorer has in-depth market knowledge and is a shrewd entrepreneur. Without explorers, the team runs the risk of developing a great product that then remains unknown or offering a service at the wrong price.
What the visionary sees and the explorer calculates, the pioneer sets up by thinking ahead and acting in an innovative manner. Without a pioneer, the team is likely to work heart and soul on a project but not get beyond that and end up with a run-of-the-mill product.
Someone has to sell the product, deliver it, and provide service. Without warriors, the team may have great ideas and wishful thinking but remain without implementation.
This team member designs the plan that guides the team into and through unfamiliar territory. They challenge the common phrases and images of the team. They hold up a mirror to the team and make the interaction patterns in the team visible.
Without the navigator, learning processes are blocked, and communication channels are clogged by phrases. Synergy remains a foreign word; the team could share valuable and useful stories if they were told.
Even top teams become victims of their past successes if no one challenges them and asks uncomfortable questions such as about alternatives. Without mavericks, sacred cows would have a quiet life. At the middle hierarchical levels, it is quite common for one member to fill several roles in a team. However, the closer you get to the top of the organizational pyramid, the harder it becomes to find true multi-talents.
When you look at your team: Are all the team roles described filled? If a role representative is missing: Can this be factored into future staffing decisions (team fit)? Which role(s) is/are your personal specialty? If there are gaps in the role structure: What role(s) on the team should you take on beyond your existing roles?