People are wired for connection based on the need for social belonging. This need is met through TEAMWORK. The idea of working in teams has gotten a bad rap because leaders have not always been able to master the dynamics of helping people develop their sensing of belonging. Though not everyone has to feel connected to other people at all times, at least to some degree, they want to be connected to a mission that is greater than themselves. Organizational leaders can leverage this sense and need for acceptance, association, and integration with a higher purpose to increase productivity and overall efficiency.
The textbook definition of the word TEAM is people who work together to achieve a common goal and who are dependent on each other to deliver it. The reality is “teams” are just people who are brought together, which isn’t a true reflection of this definition at all. Even groups of leaders meant to work in organizational teams often depict this reality and as a result, become competitors not concerned about if other units fail or if overall performance suffers. But, high performing groups start with a strong, healthy core. This core can be made up of leaders or individuals that create an energy that permeates through the rest of the organization.
This energy can be referred to as psychological safety. When team members feel safe around each other, ideas flow, productivity increases, and profitability exceeds expectations. They can reach deep down into their vulnerabilities where creativity thrives, and solidify trust. The most successful teams are founded on trust building factors such as dependability, structure, meaning, and impact. Excel in these facets of teamwork, and goals will fall into place.
Team intelligence information helps with focusing on individual strengths, getting individuals to feel valued and supporting each other more. It also reveals aspects of the core team and unofficial peripheral teams that have an unseen influence on the organization’s efficiency.
The key trends affecting teamwork include new technology and globalization. These trends indicate, with the evolution of technology, virtual teams are found more often (79%), but research confirms they may be falling short of their intended goals (82%), and unsatisfied with performance due to lack of trust, communication barriers, and the lack of a well-defined team charter.
Team development opens the door with the help of the team leader to see an impact on performance. Let the Table SALT Group introduce the MBTI tool as one solution to help your teamwork really make the dream work.
Hammer, H.L. (2009). Myers-Briggs Type Indicator® Team Report. CPP, Inc.
The Myers-Briggs Company (2018). The Evolving Shape of Teams.