How to organize team work so that everyone feels comfortable

Set specific goals

When all employees understand what should happen in the end, it is easier for the team to set priorities and complete tasks efficiently. Goals - both short-term and long-term - should be:

• Understandable to everyone . Not only the board of directors should know about the company's plans and prospects. Otherwise there can be no talk of trust. For clarity, goals can be visualized, such as sketches, graphs, or presentations.
• Measurable . Not “open new stores,” but “open three stores by the end of the year.” This makes it easier to divide tasks between team members and set deadlines.
• Doable . Ambitious plans are good, but you need to objectively assess the capabilities of the team and set goals that they can achieve. Otherwise, there is a risk of either scaring employees or demotivating them over time - if they regularly complete tasks by 30-40%, they will lose self-confidence.

Once the overall goal is determined, plans can be formulated for employees or departments. And apply the same rules to them.

Assign roles

Each team member should have clear tasks and responsibilities. Otherwise, a situation may arise when several people will be doing one thing at the same time, without knowing it, and everyone will forget about some important assignment.

You can make a small reminder for each employee (if we are talking about a small team) or department (for large companies) with the distribution of roles within the team. Then everyone will know who to contact if they need additional information or help.

And for the effective distribution of tasks, it is important for the head of a company or department to know each employee well, his strengths and weaknesses. This will increase the productivity of both the individual employee and the entire team.

What is a team? Team roles

What is a team

The success of all innovations in organizations is currently associated with the activities of teams, contrasting them with “ordinary” working groups of people.

When people are forced to acquire vast amounts of knowledge and then put it into practice, the importance of teamwork increases, but at the same time, organizations place greater emphasis on personal responsibility, perseverance and integrity.

A sense of community is a human need, and in our information age it is becoming increasingly important. Knowledge is gradually replacing material assets as a measure of wealth, and organizations increasingly require the ability to develop communities of people, both internal and external. When people have to master a huge amount of knowledge and then apply it in practice, the importance of coordinated teamwork increases.

Organizations feel an urgent need to have people who can think independently and work interactively, who know when to act alone and when to work with others, who take pride in the results of their work and value the achievements of their colleagues.

Of course, the team-building approach is not a universal panacea for all organizational ills. It is also characterized by inevitable contradictions and difficulties in implementation.

The main reason for such a strong emphasis on teamwork is the increased uncertainty of the environment in which business must be done. In the modern world, it is impossible to develop a sustainable strategy for any long period. The solution is to grow a team that can implement strategic initiatives in “real time.”

The use of teams as the main links and factors of organizational adaptation is also of great importance for strategic initiatives. A leader must drive his organization's constant adaptation through some dynamic process. The formation of temporary teams to perform individual specific tasks is the best source of renewal.

By creating such temporary teams, leaders “provoke” some uncertainty in their usual activities, but this pays off with the opportunity to feel out the nature of their future organization.

With the help of teams, a manager can check the adequacy of the existing structure, as well as the capabilities of the people included in such teams.

The role of teams is important not only in business organizations, but also in any other: political, youth, public, etc.

For example, more than 80% of politicians surveyed in 2000 put the selection of members of a political team and the search for people capable of effective interaction in the implementation of a political strategy at the top of the problems they face. 64% of political leaders believe that the success of the organizational structure they lead is determined by how effectively their closest assistants are selected.

Significant informational, intellectual and emotional overloads of subjects of political activity, caused by the increasing role and complexity of social systems, have led to the need to optimize not only the individual, but, above all, the joint activities of the political team.

In Soviet times, the most important criterion when selecting teams was loyalty. This principle of forming teams remained decisive in the first post-Soviet years. This was not a mere coincidence: in the context of the struggle for power at the federal and regional levels, as well as political and economic unpredictability, the loyalty of the inner circle was especially important to the leader. However, as the management tasks facing political actors became more complex, the principles of recruiting teams began to gradually change. Increasingly, when forming a team, leaders were forced to abandon the principle of personal loyalty and move to the principle of professionalism when selecting their political entourage.

But professionals must be able to form and develop an effective team, and this is something that leaders often fail to do. Therefore, it would be premature to say that the new selection criteria have now completely prevailed over the previous principles.

A team is a small group of people striving to achieve a common goal, constantly interacting and coordinating their efforts.

It is believed that working in teams is a means of increasing the effectiveness of an organization. Organizations today must operate in a much more complex and uncertain environment than ever before. A huge amount of information, a rapidly changing external environment, competition, etc. – all this complicates the management process in the organization as a whole. In these conditions, it is of great importance to use teams that are more flexible and mobile, and are able to quickly respond to signals sent by the environment.

However, for teams to be effective, there must be a diversity of roles within the team.

Team roles

R. Daft identifies the following roles among team members.

1. Problem solvers. Their role is to achieve the team's goals. Daft identifies the following traits that characterize team members in this role:

· Initiative: offer a new perspective on problems, new ways to solve problems.

· Exchange of opinions: organize a discussion among team members about solving problems, evaluate the ideas received.

· Search for information: select materials and facts related to the problem.

· Summarizing: from possible ideas for solving problems, opportunities and limitations, a holistic picture is built.

· Energy: encourage team members to be active.

2. Team members providing social-emotional support. Their role is to meet the emotional needs of team members. Daft identifies the following traits that characterize team members in this role:

· inspire: remind you of past successes, express compliments and praise.

· create harmony: smooth out disputes and conflicts.

· reduce tension: joke, tell anecdotes, etc.

· ready to compromise: able to give up their own opinions in order to maintain harmony in the team.

It should be noted here that if the majority of team members are inclined to fulfill this role, then the team members receive high individual satisfaction, but, as a rule, at the expense of a decrease in the effectiveness of the action.

If the majority of team members tend to play the role of “problem solvers,” then such a team turns out to be very effective, but only for a short period of time, but in the long term, members of such teams have a decrease in their level of job satisfaction, and therefore decreases efficiency.

3. Team members playing dual roles. Such people combine the two roles described above: they perform the task assigned to the team and satisfy the emotional needs of team members. Typically, people who can play dual roles become team leaders.

4. Team members playing a bystander role. Such people usually remain distant from the daily life of the team and do not actively participate in solving problems or creating a positive emotional climate. However, such people are very useful at a critical moment, since they see the team’s problems as if “from the outside” and often give non-trivial “feedback”.

Leaders must not forget that the team must be well-balanced and must include the entire “spectrum” of roles.

According to another classification proposed by Belbin, in addition to substantive grounds (specific specialties, experience, qualifications, etc.), certain types of people should be represented in the team: thinker, resource researcher, evaluator, collectivist, follow-through, active, chairman.

Below are brief excerpts from Belbin's work that describes these roles.

Follow through

Typically, a team's success is judged by its final results. At the same time, many people are almost pathologically unable to complete what they start. Those who follow through are people who have this gift to the fullest extent. They finish everything they start and are reluctant to undertake anything where there is doubt about whether they will be able to bring things to completion.

They care about getting things done and insist on getting things done even when everyone else on the team has lost their enthusiasm. Their presence prevents the team from wasting time on projects that cannot be completed.

They are distinguished by attention to detail, since a small mistake can lead to big troubles. They prefer constant effort, consistency and consistency over cavalry charges. They are focused on fulfilling obligations and are less interested in spectacular and loud success.

The test results (there is a specially designed test) indicate the tendency of the Followers to worry, but at the same time they also show high self-control and discipline. Colleagues rarely see them lose their composure, and even when they have to completely change the course of action, they remain calm and unperturbed. By nature, Followers are more introverts than extroverts. Their weaknesses include insufficient flexibility, as a result of which they sometimes spend too much effort on achieving their goals, which, under changed circumstances, turn out to be unattainable.

Their management style is similar to the Doer and Collectivist style and is often underestimated because there is a prejudice that it is not typical for successful managers.

Troublemaker

Troublemakers always act as incentives to action, and if a team is prone to inaction or complacency, then the presence of a Troublemaker will bring them out of this state.

In a well-balanced team, especially one led by someone with typical Chairman qualities, Troublemakers are usually a disruptive force that can disrupt the entire team. Generally, the Troublemaker and the Chairman cannot function comfortably on the same team unless one of them successfully suppresses himself or switches to another role.

Representatives of this role are in many ways the opposite of Collectivists: they challenge the team, contradict, and disagree.

According to the test results, Troublemakers are characterized by high self-esteem, sociability and a suspicious attitude towards people. These are extroverts, driven to action by the demands of the external environment.

As managers, Troublemakers thrive in situations characterized by “political complexity” that inhibits forward movement. These are situations in which problems require concerted action at different levels, and the rules of procedure and the interests of individuals conflict with each other, which ultimately inevitably leads to inertia and stagnation.

Their strengths also include persistence and assertiveness in negotiations.

As leaders, they are good for an already well-established team that has encountered a difficult obstacle in its work.

Active

The main quality of the Actors, reflecting their attitudes and character, is discipline.

Being disciplined in nature, they take an orderly approach to any work assigned to them. Among their distinctive qualities should also be mentioned: organization, consciousness, commitment to obligations, serious attitude to any business, reliability, practicality, tolerance towards others.

The test results also indicate their internal stability and low level of anxiety.

Incumbents tend to accept existing restrictions and do what is required without question. This is not just a person who does or organizes something, but a person who truly works for the team and, to a lesser extent, pursues his own personal interests. They accept the goals set for them, which become part of their moral code, and adhere to them in carrying out their work. They never have any questions about the fact that the work cannot be completed because they do not like it or are not interested in it.

They have a practical and realistic approach to getting work done. The incumbents are very effective organizers and administrators.

Success and recognition come to Actors over time as a result of the fact that they systematically do the work that needs to be done, even if it does not meet their internal interests.

Collectivist

Representatives of this role have a “softening” effect on the team: their presence improves morale and increases the degree of cooperation between team members.

This impact of Collectivists on the team environment is explained by the fact that they put the interests of the team above their own, know how to listen to others, find a common language with difficult people and build trusting relationships with everyone around them.

According to the test results, they are characterized by: sociability, characteristic of extroverts, but without a tendency to dominate, a great interest in people and especially in human relationships. They feel people well and trust them.

They are characterized by a consultative leadership style and a penchant for informal communication with colleagues and subordinates. They make excellent mentors for young employees.

Thinker

The main purpose of a Thinker in a team is to bring new and original ideas. Typically, Thinkers act alone, considering various options. They are characterized by a self-absorbed, analytical approach to problem solving.

The test results indicate a high intellectual level of Thinkers, very high levels of creativity and obvious introversion.

Their thinking is characterized by high criticality, and their ideas are distinguished by originality and “intellectual quality.”

They are often perceived by other team members as not being very communicative. They are characterized by directness and honesty in communication. The more successfully Thinkers fulfill their role in the team, the less similar their behavior is to the usual pattern of leadership behavior.

In the world of organizations, Thinkers do not fare well, and their leadership careers are rarely stellar. In long-established, established organizations, you will rarely find Thinkers among senior management, unless unforeseen circumstances have placed the organization in a difficult situation that threatens its survival.

Evaluator

Representatives of this role do not clearly manifest themselves in the team until the time comes to make important decisions.

According to the testing results, representatives of this role in the team have a high intellectual level, high rates of critical thinking, especially with regard to their ability to put forward counterarguments.

Evaluators can pride themselves on the fact that they almost never make mistakes, but they cannot boast of originality of thinking or imagination. They are characterized by a low achievement orientation and a reluctance to get carried away with anything. The lack of enthusiasm and commitment for the team also turns out to be an important advantage of the Evaluator, since true impartiality is possible only in the absence of commitment to anything. Ideally, the Evaluator, rather than the Chair, should act as the arbiter of team decisions. At the same time, the more proposals are heard in the team and the more complex the decision-making process, the more important the role of the Evaluator as a person capable of restoring consensus in the team.

They may be perceived by others as dry, somewhat boring and sometimes overly critical people.

Evaluators do not tend to make many decisions per unit of time, but the decisions they make are almost always optimal in terms of risk and subsequent results.

Chairman

The main guarantee of the Chairman’s success is his personal qualities. First of all, by his nature he tends to trust people and accept them as they are, without displays of jealousy or suspicion. As a counterbalance to this quality, he must be able to dominate the team and be committed to the goals and objectives of the team, which strengthens and morally justifies his dominant position.

His credo is practical realism.

By nature, the Chairman is an enthusiast with an extroverted ability to inspire and motivate those around him.

A successful Chairman is a person who thinks primarily in positive terms. It uses language that demonstrates the approval of team members who recognize and support the team's goals and are committed to contributing to the team's performance. It focuses on the effective use of the team's potential and therefore recognizes and rewards all the talents and qualities of people that contribute to achieving its goals. He integrates and coordinates the efforts of the team through his ability to find each team member the appropriate role to achieve the common goal.

The Chairman is a good leader for a balanced team that faces complex and multifaceted problems that require an effective distribution of roles within the team.

Resource Explorer

This is another team member focused on bringing new ideas to the table. However, the way Resource Explorers generate ideas and the very nature of the ideas they propose are different from Thinkers. They tend not so much to offer original ideas themselves as to “select” fragments of the ideas of others and develop them. Resource researchers are particularly adept at exploring resources outside of the team.

Resource explorers usually do not inhibit their desire to learn, and their communication with people is skillfully directed towards finding the answers that interest them.

However, their proposals, as a rule, are not very original and do not differ in particular intellectual brilliance. The advantages of their ideas include flexibility and versatility.

Test results for Resource Explorers demonstrate their differences from Thinkers. They are characterized by average indicators of intellectual level and creativity, as well as extroversion, sociability, curiosity and social orientation. Thanks to these qualities and the ability to use resources, Resource Explorers integrate more easily into a team than Thinkers.

Resource researchers, as a rule, successfully conduct various negotiations and achieve success both in organizing a new business and in managing an already established one.

One of the main tasks of an organizational leader is to keep team members always on the “march” leading to achieving a common goal. The team must have a super task , the pursuit of which unites the efforts of all its members, and which can only be achieved when both the team and the leader of the organization bear their “burden”.

The team leader must be able to perform the so-called complementary functions of a team leader. In other words, he must be able to identify missing roles in the team and fill them personally in order for the team to work effectively. In the long term, he must ensure that all roles are present in the team and manage so that these roles are effectively implemented.

Another concern lies on the shoulders of the leader, he must find a balance between encouraging the initiative of each employee and encouraging an increase in his contribution to the success of the team. Material and moral rewards should be valuable to team members, perceived as deserved, and encourage team members to perform common tasks .

When creating an effective team, an important component in the structure of professionalism of managers at various levels is the ability to optimally shape their immediate environment in the organization, based on both a real assessment of the personal qualities of the staff, their creative potential, and a reflexive assessment of their own individual psychological and personal characteristics.

TOPIC 6

Differences between teams and work groups. Growing teams. Team life cycle

Influencing team results is more like an art than traditional work group management.

If the leader fails to make the “transition” from group to team, the effectiveness of the people united in the pseudo-team becomes extremely low.

According to Jan Katzenbach and Douglas Smith, some of the world's most recognized experts in the field of building high-performance teams, the basic characteristics of a real team include:

· a relatively small number of its members (preferably no more than ten people), in which it is fundamentally possible to quickly coordinate actions without any special difficulties and effectively exchange all the information necessary for successful joint work;

· the presence of complementary skills among group members;

· orientation of group members towards shared values ​​and common goals;

· use of certain general approaches to work (a kind of unified standards);

· joint responsibility shared by group members for achieving set goals and following common values.

Jana Katzenbach and Douglas Smith believe that a real effective team differs from an ordinary work group:

· dividing the leadership role between team members;

· a combination of both individual and general responsibility;

· the presence of special team goals developed by its members themselves;

· the collective nature of the result of joint activities;

· encouraging open discussions and an active position at meetings, if this is aimed at identifying and resolving current problems;

· using, when measuring the effectiveness of assessments, mainly the collective product, rather than the total contribution of individual members;

· joint discussion of current tasks, joint development of appropriate solutions and joint practical implementation of plans

· using, when measuring the effectiveness of assessments, mainly the collective product, rather than the total contribution of individual members;

· joint discussion of current tasks, joint development of appropriate solutions and joint practical implementation of plans.

A.S. Dolgorukov in his book “Methodology of Effective Action” proposes to highlight the following significant differences between teams and work groups:

1. Working groups in organizations are created, and outstanding teams are grown.

2. Teams have a high degree of conscious trust in each other.

3. Team leaders devote a lot of time to goal setting, this saves them from the need to spend a lot of time searching for resources. Because well-set goals contain resources.

4. The costs of intra-team activities are much lower when compared with a work group.

5. High role sense of team members. It allows you to maintain invisible boundaries between individual roles, that is, not to turn them into “functional responsibilities.”

6. It is “difficult” to manage a team if the leader is not a charismatic person in the eyes of the team.

7. Team members' attention is focused primarily on “processes” rather than on individual “functions.”

8. A team is a group of motivated people with a “true hierarchy,” that is, the formal hierarchy matches the informal hierarchy quite well.

9. Freedom to express one's own point of view is a conscious value.

10. Individuality is not suppressed by group norms.

11. Informal methods of transmitting information predominate; feedback is not alienated from the activity, as is often the case in work groups.

12. Rumors and gossip cannot survive in teams.

13. Teams “die ingloriously” from long routine work.

Plan

The path to achieving a common goal should have a transparent structure and consist of clear stages. To do this, each team needs an action plan: for a day, week, month, quarter or longer.

To monitor progress, you can place a planning board in the office or create a task manager for the whole team. With the help of these tools, each employee will be able to see their workload and the plans of their colleagues, discuss tasks and form work groups.

LeaderTask Business is a corporate task manager that will allow you to organize collaboration and unite a team, even if its members live in different parts of the world. In it you can create a company group, add all employees, distribute roles, entrust tasks to a specific person or an entire team. LeaderTask Business has a “Repetitive tasks” function: for example, if one of the employees must submit a monthly report, the program itself will remind him of this. In addition, in the card of each task you can conduct a dialogue and discuss details, and the manager can add tags (“Important”, “Urgent”) and checklists to it.

LeaderTask Business also allows you to combine tasks into projects or create groups of projects. You can add many employees to them, assign a person in charge and set a deadline.

Plan team work

Eight Rules for Successful Teamwork

Now, having understood the basics of collective activity, you can outline the rules that will help you work effectively in a team.

Leader and manager

An effective team must have a manager and a leader. It is important to clearly distinguish between these two concepts. A manager is an employee vested with key decision-making and management powers. This is more of a “technical” characteristic.

Manager's functions:

• control;
• delegation of tasks;
• distribution of duties;
• planning;
• motivation;
• work organization;
• representation of the group in interaction with external entities;
• resolving internal conflicts.

To achieve goals, it is important for the team to see progress towards the goal. To do this, the manager must break the task into intermediate stages and record the achievement of each.

A leader is a person who has social influence and authority in the team. Thanks to his qualities, he has the support of community members, is a center of influence, forms opinions, and can manipulate mood and atmosphere. This is more of an emotional, psychological and personal characteristic.

Depending on the nature of the tasks and the characteristics of the team, the roles of the manager and leader may differ significantly. In some situations, it is good when one person combines the roles of leader and manager. In other situations, the “contrast” between a leader who is somewhat detached from the team and a leader who is “100% on his own” is of great benefit. The model of the “leader-manager” relationship depends on the specific characteristics of the community.

An important aspect of management and leadership is authority. Its use in the process of forming a team and solving work problems plays a significant role. Authority must be used carefully. Putting a lot of pressure on participants often has negative results.

Control

The key function of a leader is the ability to manage a team. Lack of control will lead to chaos and decreased efficiency.

Recommendations for competent team management:

1. Constant recording of employee ideas on process organization issues. Analysis of recommendations and implementation of useful solutions.
2. Competent delegation of authority.
3. Planning, strict adherence to the chosen plan.
4. Clear statement of tasks, broken down into subtasks. Discussion and explanation of goals and objectives. Participants must understand global challenges and their role in solving them.
5. Individual work with each participant.
6. Attention not only to the work problems of a group member, but also to his personal experiences, problems and joys.

Reducing the number of conflicts

Interaction between people can lead to the development of conflict situations. In teamwork, the nature of the interaction between participants cannot be ignored. Any conflict destroys the atmosphere in the community, distracts and takes up time, and prevents you from concentrating on solving important problems.

Ways to resolve conflict situations in a team:

1. Definition of clear rules of conduct. Their formation together with group members.
2. Loyal and flexible attitude of the leader towards all participants. You cannot single out “special ones,” favorites, outcasts, or “extremes.”
3. Group trainings, creative tasks and games.
4. Uniform rules in the team for everyone, taking into account functional features. A clear and equivalent scale of responsibility for violating the rules.
5. Suppressing intrigues, tracking the formation of subgroups, identifying the nature of the relationship between all participants.
6. Control of the emotional atmosphere in the team.
7. Adjusting the character and style of relationships in the team.
8. A proper combination of exercise and rest. Community members should not be in a constant state of fatigue.

Distribution of roles

An important aspect of a successful team is the proper distribution of participants. Each person should play a role that suits his abilities.

When assigning roles in a team, you need to consider:

1. Specifics of the field of activity, features of goals and objectives.
2. The professional level of a person, the correspondence of skills to the responsibilities of a specific position.
3. Emotional and psychological level.
4. Prospects for subsequent changes.

Today there are a large number of tests and assignments on the topic of building a competent role distribution strategy. They help to create an accurate portrait of the participants and determine the degree to which they comply with the tasks of the group.

Clear responsibilities

The team must act according to the same rules. The procedure for remuneration and responsibility must be clearly defined and equally applicable to all participants.

The order of actions of team members and the general rules of action of the team must be spelled out in detail. Each employee must be familiar with their responsibilities in detail.

Maintaining Natural Relationships

Productive teamwork is the result of the activity of a group of people, and for a person it is important that the relationship be natural. How to achieve such a position in a team:

1. Carefully select participants not only according to professional skills, but also taking into account the psychological aspects of mutual compatibility.
2. Encourage the creation of subgroups within the group based on interests. It is important for people to communicate with similar, like-minded people.
3. While solving work problems, set aside time for relaxation together. An informal atmosphere and participants getting to know each other in new conditions makes the atmosphere in the team more comfortable.

Making decisions

There are several models of decision making in a team when performing tasks. The optimal scheme is joint, collective decision-making, when all participants actively express opinions and discuss the situation.

The opposite option is decision-making by the manager. Such a system depends on the authority of the leader. If the team accepts and trusts him, efficiency will not suffer. Otherwise, the effectiveness of collective action will suffer.

In large teams, where employees of different fields of activity and qualifications are involved, a mixed system seems to be the best option. Some decisions are made collectively. Usually these are tactical issues. Problems of a strategic nature are resolved by the manager, taking into account the opinions of all employees.

Motivation

The effectiveness of human activity depends on motivating psychophysiological aspects. Performance is determined by three groups of motivational factors:

• reward for results;
• natural interest from the activity;
• social significance.

When solving certain problems, various motivations can be used. The manager’s task is to correctly select the optimal incentive mechanisms for each employee. Moreover, when encouraging one employee, it is important to take into account the opinions of the other participants on this event.

Disproportionate, unbalanced motivation can destroy the atmosphere in the team. In general, it is necessary to carefully develop a unified system of motivation rules and check and test the results before implementation.

Build trusting relationships within your team

Trust in a team is one of the key elements of comfort. To achieve this, you can use different ways, for example, mentoring programs for new employees, team building, and outside meetings.

But it is important that team members want to participate in such activities: forcing them to go to a ropes course or play games like “Believe it or not” is unlikely to lead to anything good. Therefore, first of all, you need to find out the opinions of employees. A simple survey will help with this, and so that no one is afraid to speak out, make it anonymous.

Trust also manifests itself in monitoring the completion of tasks. It is necessary to clearly define goals, set deadlines and provide employees with everything they need to work. But you don’t need to stand over their souls and check the process every hour.

Team Member Responsibilities

* Each team member is obliged to direct his forces,

knowledge and capabilities to achieve the goals set for the team. At the same time, he should not, following selfish considerations, hide ideas and solutions needed by the team for their subsequent use at the main place of work.

*Each team member is required to express their thoughts freely

on problems that have arisen, without regard to the obligations that bind him to the manager at his main place of work.

* None of the teamwork participants should put their activity

depending on the group’s attitude to his recommendations. Moreover, each team member must be willing to submit to the decision of the majority, even if this decision contradicts his own ideas.

* The exception is the case

when, in the opinion of one of its members, a special situation has arisen in the team for which he does not want to be held responsible. In this case, the “dissenting opinion” must be reflected in the protocol.

* Every team member should be loyal

in relation to colleagues. He must not inform outsiders about the content of the team's discussions and decisions or use these decisions for personal gain.

*Each team member has a responsibility to treat others

its participants as equal partners. He must objectively analyze their ideas and express his point of view on them.

* Tolerance and mutual respect are essential

successful teamwork.

* Each team member is obliged to inform the others about everything

what they need to know to complete the tasks assigned to the team.

* None of the team members can interfere with cooperation

its participants because of their own likes and dislikes.

* In order to increase the efficiency of cooperation

Each team member should try to establish good working relationships with the rest of the team.

The rights of a team member follow from these responsibilities.

Discuss the process and get feedback from everyone

First, employees may have useful and unexpected ideas for improving the work system. Secondly, they may notice some problems that the manager does not see. Thirdly, this way all employees will feel important and this will increase their motivation.

It is necessary to hold both general meetings and personal meetings with everyone. It may be easier for some to express their proposals in a group, feeling the support of colleagues, while for others, on the contrary, it is difficult to muster the strength and voice their thoughts surrounded by a large number of people.

And to ensure that even the shyest employees can share ideas, place an anonymous suggestion box in the office or periodically conduct anonymous surveys in online forms.

With the help of discussion, it is worth dealing with conflict situations: listen to everyone, analyze the arguments and only then make a decision.

Team building

How to learn to work in a team?

Team building = Team building = Team building

Forming a team from a group:

TEAM BUILDING AND TEAM SPIRIT

Team building is a set of trainings aimed at forming effective teams capable of achieving high results in any field of activity.

Team building is a complex process, the dynamics of which do not have a straight line, there are ups and downs, but the road always tends upward. The process of team building is not one training, but a set of activities aimed at creating and developing a culture of team interaction and corporate culture.

Maintaining team spirit is a set of activities, usually team games (role-playing, sports, etc.), aimed at emotional unity of the team, developing the loyalty of participants to the company and each other.

Let everyone express themselves

To develop, a team needs room for creativity. Therefore, it is important to create an environment where employees are not afraid to express their ideas or make mistakes (within reason).

To make taking risks less scary, have team members fill out a simple table before completing a task in which they imagine their worst-case scenario. It consists of three columns: in the first you need to write which result the employee considers the most terrible; in the second - what actions and factors, in his opinion, can lead to such an ending; the third is what the team will need to do to get out of a likely bad situation.

Encourage not only courage, but also the desire of employees to develop. Find or organize educational programs, courses and lectures for them.

Keep track of your team size

A large number of employees does not guarantee that a team will work more efficiently or quickly. On the contrary, in a group that is too large, it is more difficult to build trust and monitor performance.

Amazon founder Jeff Bezos, for example, when creating a team, recommends The two-pizza rule and the secret of Amazon's success to use the “two-pizza rule”: there should be enough people in the team so that they can be fed with two pizzas. Not more. This limitation allows you to effectively monitor everyone's activities and increase productivity.