3. Teamwork is the collaborative effort of a team to
achieve a common goal or to complete a task in the
most effective and efficient way.[This concept is seen
within the greater framework of a team, which is a
group of interdependent individuals who work together
towards a common goal. Basic requirements for
effective teamwork are an adequate team size (about
6-8 members), available resources for the team to
make use of (i.e. meeting space and time, guidance
from a supervisor, support from the organization, etc.),
and clearly defined roles within the team in order for
everyone to have a clear purpose.
4. Teamwork is present in any context where a group of
people are working together to achieve a common
goal. These contexts include an industrial
organization (formal work teams), athletics (sports
teams), a school (classmates working on a project),
and the healthcare system (operating room teams). In
each of these settings, the level of teamwork and
interdependence can vary from low (e.g. golf, track
and field), to intermediate (e.g. baseball, football), to
high (e.g. basketball, soccer), depending on the
amount of communication, interaction, and
collaboration present between team members
5. Even though collaborative work among individuals is
very prominent today, that was not the case over half
a century ago. The shift from the typical assembly line
to more contemporary organizational models that
contain increasing amounts of teamwork first came
about during World War I and World War II, in an
effort for countries to unite their people. The
movement towards teamwork was mostly due to the
Hawthorne studies, a set of studies conducted in the
1920s and 1930s that highlighted the positive aspects
of teamwork in an organizational setting. After
organizations recognized the value of teamwork and
the positive effects it had on their companies, entire
fields of work shifted from the typical assembly line to
the contemporary High Performance Organizational
Model.
7. Teamwork is an activity that many people try
to avoid in the workplace, but why are we so
against it? I’m here to tell you that there are a
number of benefits of working in teams for
both you personally and for your organisation.
Not only is it a great opportunity for
professional development, it is also a means
of making your work easier. Read below to
learn why teamwork is important in the
workplace, and the benefits it can have for
you.
8. INCREASED EFFICIENCY
When working in a team, you are working towards a
common goal or set of objectives. The whole process of
your work becomes more efficient, for example if there is a
problem faced along the way there are more ‘hands on
deck’ to help solve the issue. Similarly, having multiple
team members on board allows you to get the work done
faster with shared responsibilities. From a management
perspective, encouraging teamwork in the workplace will
allow your company or department to take on additional
work, and in turn generate extra revenue without having to
hire more staff.
9. IDEA GENERATION
One of the greatest benefits of working in a team is the
inspiration and ideas that can result from team
discussions. When running ideas by one and other, there
is a lot more scope for creativity in comparison to working
on a project alone. In an effective team environment, staff
members feel confident in suggesting their ideas. When
working autonomously and having a direct responsibility
for ideas, people tend to present the safer option to their
managers. However, when in a team brainstorming
environment the notion of suggesting creative and unique
ideas is welcomed. Teams also bring people together from
different backgrounds and levels of experience which can
help in creating optimal solutions.
10. A LEARNING EXPERIENCE
• As mentioned above, teamwork is important in the workplace
as it brings people together from different backgrounds and
levels of experience. Consequently, projects which involve
teamwork serve also as an opportunity for professional
development and learning. This may be conscious learning
during a meeting, or learning which occurs without you even
realising whilst listing to others. It is quite possible that you can
learn from someone else’s knowledge which allows your own
skills and capabilities to grow. Billie Nordmeyer adds that
‘Individual team members serve as educational resources to
other employees in a team environment’. It is also important to
note that as employees become more knowledgeable, their
confidence increases. This can help improve their attitude as
well as increase their job satisfaction which is a win-win
situation for employers.
11. ENHANCED COMMUNICATION
Communication is key to the success of many projects –
so why not engage in an activity that can help enhance
your communication skills? Teamwork activities such as
meeting together to discuss ideas or collaborating
information to contribute to a project require both verbal
and written communication skills. Working regularly in this
capacity will allow you develop both your own skills as well
as those who are in your team. Teamwork also facilitates
an open discussion which allows each team member to be
adequately informed about the project. In this respect,
when everyone is on the same page this ensures that the
project is completed as efficiently as possible.
12. SHARE THE WORKLOAD
When working in a team towards a common goal, the
workload is shared among all team members. In a perfect
scenario, this work should be shared equally and be
distributed according to the strengths of each member.
Teamwork also allows for helping another team member
when you have finished your workload. It is important to
remember that you are all working towards the same goal
– if you finish your work before others you should offer
your assistance in order to help complete the project.
From a management perspective, when it comes to
delegation this should be conducted with the strengths of
your employees in mind. Assigning tasks to the correct
people will ensure maximum efficiency and a high quality
output.
13. SUPPORT NETWORK
It is important to remember that support and a sense of
belonging in a workplace can contribute greatly to job
satisfaction. A strong team environment can act as a great
support mechanism for staff members. Group members
will help each other, rely on each other and build trust
within the group. During challenging times, support is
crucial for the success of the project; when members are
able to look to one and other for guidance or support,
focus can remain on the overall goal. If a challenge is
handled individually you are at risk of becoming
overwhelmed and making irrational decisions.
15. Kurt Lewin, a social psychologist and change
management expert, is credited with coining the term
“team dynamics" in the early 1940s. He noted that
people often take on distinct roles and behaviors when
they work in a group. “Team dynamics" describes the
effects of these roles and behaviors on other group
members, and on the group as a whole.
More recent researchers have built on Lewin's ideas,
and this work has become central to good management
practice.
16. A group with a positive dynamic is easy to spot.
Team members trust one another, they work towards
a collective decision, and they hold one another
accountable for making things happen. As well as
this, researchers have found that when a team has a
positive dynamic, its members are nearly twice as
creative as an average group.
In a team with poor team dynamics, people's
behavior disrupts work. As a result, the group may
not come to any decision, or it may make the wrong
choice, because group members could not explore
options effectively.
17. KNOW YOUR TEAM
• As a leader, you need to guide the development of your
group. So, start by learning about the phases that a
group goes through as it develops. When you understand
these, you'll be able to preempt problems that could arise,
including issues with poor group dynamics.
• Next, use Benne and Sheats' Group Roles to identify
positive and negative group roles, and to understand how
they could affect the group as a whole. This will also help
you plan how to deal with potential problems.
18. DEFINE ROLES AND
RESPONSIBILITIES
• Teams that lack focus or direction can quickly develop
poor dynamics, as people struggle to understand their
role in the group.
• Create a team charter – defining the group's mission
and objective, and everyone's responsibilities – as soon
as you form the team. Make sure that everyone has a
copy of the document, and remind people of it regularly.
19. BREAK DOWN BARRIERS
• Use team-building exercises to help everyone get to
know one another, particularly when new members join
the group. These exercises ease new colleagues into the
group gently, and also help to combat the "black sheep
effect," which happens when group members turn against
people they consider different.
• Also, explain the idea of the Johari Window to help
people open up. Lead by example: share what you hope
the group will achieve, along with "safe" personal
information about yourself, such as valuable lessons that
you've learned.
20. FOCUS ON COMMUNICATION
• Open communication is central to good team dynamics,
so make sure that everyone is communicating clearly.
Include all of the forms of communication that your group
uses – emails, meetings, and shared documents, for
example – to avoid any ambiguity.
• If the status of a project changes, or if you have an
announcement to make, let people know as soon as
possible. That way, you can ensure that everyone has the
same information.
• Opinionated team members can overwhelm their quieter
colleagues in meetings. Where this happens, use
techniques such as Crawford's Slip Writing Method , and
make sure that you develop strong facilitation skills.
22. FOSTERS CREATIVITYAND
LEARNING
• Creativity thrives when people work together on a team.
Brainstorming ideas as a group prevents stale viewpoints that
often come out of working solo. Combining unique perspectives
from each team member creates more effective selling
solutions.
• What you have learned from your individual experiences is
entirely different from your coworkers. Thus, teamwork also
maximizes shared knowledge in the workplace and helps you
learn new skills you can use for the rest of your career.
• Collaborating on a project creates an enthusiasm for learning
that solitary work usually lacks. Being able to share discoveries
with the rest of your team excites employees and fosters both
individual and team knowledge.
23. BLENDS COMPLEMENTARY
STRENGTHS
• Working together lets employees build on the talents of
their teammates. While your strength may be creative
thinking, a coworker might shine in organization and
planning. Do not hesitate to share your abilities with the
team.
• Often, a team works well together because team
members rely on each other to bring individual talents to
the table. By observing the process behind these skills,
you can learn how to combine your gifts and become a
stronger team.
• Every time you see your coworkers utilize a different
approach in sales, you have a chance to adjust or
improve your methods.
24. BUILDS TRUST
• Relying on other people builds trust, and teamwork establishes
strong relationships with coworkers. Despite occasional
disagreements, an effective team enjoys working together and
shares a strong bond. When you put your trust in a coworker,
you are establishing the foundation of a relationship that can
endure minor conflicts.
• Trusting your teammates also provides a feeling of safety that
allows ideas to emerge. It helps employees open up and
encourage each other. Open communication is key when
working on a team and produces effective solutions in difficult
group projects.
• Without trust, a team crumbles and cannot succeed on
assigned projects. Great teams build each other up and
strengthen individual members to create a cohesive group. By
working together, employees learn that wins and losses affect
everyone on the team. Teamwork necessitates confidence in
each other’s distinct abilities.
25. TEACHES CONFLICT RESOLUTION
SKILLS
• Conflicts inevitably happen when you put together a group
of unique people. Employees come from varied
backgrounds and have different work styles and habits.
While these unique viewpoints create the most successful
work, they can also generate resentment that quickly
turns into conflict.
• When conflict arises in teamwork situations, employees
are forced to resolve the conflicts themselves instead of
turning to management. Learning conflict
resolution firsthand is a skill that employees can use to
become efficient managers down the road.
26. PROMOTES A WIDER SENSE OF
OWNERSHIP
• Team projects encourage employees to feel proud of their
contributions. Tackling obstacles and creating notable
work together makes team members feel fulfilled. Working
toward achieving company goals allows employees to feel
connected to the company. This builds loyalty, leading to a
higher level of job satisfaction among employees.
• Teamwork is not just helpful for employees. It benefits the
employer in the long run as well. Employees that connect
directly with their workplace are more likely to stay with
the company. While employees leaving their jobs often
cite a lacking salary, another common complaint is that
their contributions do not seem to matter. Teamwork
allows people to engage with the company and add to the
bigger picture.
27. ENCOURAGES HEALTHY RISK-
TAKING
• An employee working on a project alone will probably not
want to stick their neck out for an off-the-wall idea. If the
project fails when working solo, that employee takes the
full brunt of the blame. While you may not get full credit for
a successful team project, working with other people
spreads out the responsibility for a failed assignment.
• Working as a team allows team members to take more
risks, as they have the support of the entire group to fall
back on in case of failure. Conversely, sharing success as
a team is a bonding experience. Once a team succeeds
together, their brainstorming sessions will produce
revolutionary ideas without hesitation. In many cases, the
riskiest idea turns out to be the best idea. Teamwork
allows employees the freedom to think outside the box.
29. TEAM INCOMPATIBILITY
• Every basketball team needs five players on the court
during a game. What happens if two of those key players
don't want to share the spotlight? The team won't function
to its highest capacity. There are some people who aren't
designed to be team players, and there are some teams
whose team members just don't get along. Either of these
cases makes for a problematic scenario in the workplace
team concept. If people are selfish and are trying to shine
on their own, that person is not communicating with the
other people on the team, and so the team members are
not getting the information and resources necessary to do
their jobs well.
30. POTENTIAL CONFLICTS
• Ideally, if you do your job as a leader, you develop a team
that has strong communication skills and trust in your
fellow team members to get things done properly. That is
an ideal scenario, because every relationship has the
potential for conflict. When conflict arises, it can reduce
the productivity of the team. People are more focused on
who is right or wrong and which side to take rather than
getting the job done. It adds stress and anxiety to the
entire team, all of which can then cause morale and
productivity to spiral downwards.
31. TIME-CONSUMING
CONSIDERATIONS
• Creating a team scenario in the office can lead to time-
consuming meetings, in which team members disagree
about a course of action. Unless there is a specific
person leading the discussion with the ability to make the
final decision, the team could deliberate on issues for
extended periods of time, getting stuck in making a
decision rather than getting out there to make a
contribution. Business leaders can avoid this by making
sure that team members know their roles and that they
understand the vision, and who, ultimately, is in charge of
decisions.
32. THE LAZY TEAM MEMBER
• There is the possibility that one team member might
want to live off the success of the entire team.
Employee reviews might not be all that effective in
team scenarios, because during an employee review,
it can be difficult to specify contributing team
members. If a person feels he can get away with the
least amount of contribution, he could freeload off of
the team. Business leaders can mitigate this by
having regular peer evaluations from the team that
are done in confidence, so that no one fears suffering
any ramifications for telling on a co-worker. Left
unchecked, the lazy team member might create
resentment among the rest of the team, which, in
turn, hurts productivity through negative morale.
33. RESISTANCE TO LEADERSHIP
DIRECTIVES
• When everyone is part of the team and is making
decisions, the vision and authority of the actual leader can
become blurred by the power of the team. If the team
members feel that they have a strong say in major
decisions, then they can resist higher level directives,
because they feel the team's solution is better. This can
drive a company away from the main mission, in which
they have convoluted what everyone is trying to
accomplish. Leaders should consult teams, while making
it very clear that they have the ultimate decision and the
team is there to support the mission, as led by
management.
35. INTRODUCTION
• Being part of a great team at work is a phenomenal
feeling. You know that feeling? When your team is ‘in the
zone’? It’s a sweet cocktail of emotions - excited,
challenged, safe, successful. You’re pumped to get out of
bed in the morning and energized throughout the day.
• Being part of a great team at work is a phenomenal
feeling. You know that feeling? When your team is ‘in the
zone’? It’s a sweet cocktail of emotions - excited,
challenged, safe, successful. You’re pumped to get out of
bed in the morning and energized throughout the day.
36. • But, people still want teamwork. And 3 out of 4
employers consider teamwork 'very important'. It can just
be a bit tricky sometimes. If it isn’t happening naturally,
most people are stumped by the challenge to generate it.
• The key is to give your team the right conditions to develop
and grow. Think about this: if you were trying to create a
thriving vegetable patch, you wouldn’t just throw some
seeds around and command them to grow - “Hey you,
become a carrot. Now!”
• You would read the instructions, look at what they need
(sunlight, lots of water, time) and provide them with that
environment. It’s the same with teamwork; you need to give
your team the right conditions to develop and grow.
37. THE ROLE OF LEADERS
• It starts at the top. If you don’t already have good teamwork at
the grassroots level, then it’s time for the leadership team to,
well, lead. By example. They’re the ones that the rest of your
company look to for guidance, so they should be establishing
teamwork as the norm. Their behaviour will trickle down
through the company to leaders at each level of the company,
then to all members of the teams. Eventually the whole
organization will come to accept and expect this mode of
working.
• “It is really amazing how much an organization sucks up the
behaviors of the leader,” said Nick Tolley CEO of Harris +
Hoole, when speaking about the culture and values within his
company.
• “I didn’t quite appreciate this until I started this business. You
can very easily see this when you are having a bit of a crap
day, and you are a little bit downbeat. It is infectious. Very, very
infectious.”
38. COMMUNICATE, EVERY DAY, EVERY
WAY
• Good communication is at the heart of great teamwork.
Great teams communicate well and often, their members
are happy to share ideas, brainstorm together, ask for
feedback, and be contradicted.
• This doesn’t mean team members always agree, but
they’re able to communicate through their differences to
settle on a sound solution and continue moving forwards
as a team.
• Be clear: Set the tone for communication among the
team. When is it acceptable to close your office door? Is it
okay to contact someone after hours? How often should
the whole team get together? This outline will help to keep
everyone on the same page and communication flowing.
39. • Listen: Communication is as much about listening as it is about
speaking. Make sure you’re listening to fellow team members and
actually considering their thoughts before offering your own solutions
and input.
• Method: There are so many ways to reach each other in the modern
age. Try to use the most suitable tool to communicate for your specific
needs, whether that’s email, a chat tool, phone call, or face to face.
We’ve got an article that’ll help you decide which communication
tool is best for what.
• Touch base: Encourage informal meetings, information sharing, and
huddles between team members. People shouldn’t have to wait for a
weekly catch-up meeting to get together. Collaborative team
members are comfortable communicating as and when they need to.
• Collaboration tools: These enable workers to connect across the
world, or across the office, in a group or one-to-one conversation.
They also make progress on group projects at the times that are most
convenient for them.
40. EXERCISE TOGETHER
• I’m not talking about aerobics here - don’t make your team
complete a set of jumping jacks at your next meeting. I’m
referring to team building exercises. These don’t have to be
groan-inducing company retreats, they can be short and sweet
tasks that take less than 10 minutes (and it may even be better
that way).
• Before deciding on a team building exercise, it’s important to
assess what specific challenges your team is facing. For
example, does your team need to become more familiar with
each other, or do they need to recover from a conflict? You may
pick different exercises for each of these situations.
• The frequency of your team building exercises should also be
considered. Team building exercises are like physical exercise -
if you do it often, the benefits are more long-lasting. You can’t
summit Everest if you train twice a year. Teamwork is similar. If
you want to achieve your teamwork goals, find a way to work
the exercises into your weekly/monthly contact with your team.
41. ESTABLISH TEAM RULES
• “Rules?” I hear you thinking, “that doesn’t sound fun at all.” Think again.
Rules don’t have to be a dampener, but they do have to exist to keep
everyone aligned.
• Rules are everywhere - on the sports field, in daily interactions - and they
exist to keep everyone safe and on the same page. How can we more
forward together if we don’t know where we stand? Rules will safeguard
the success and productivity of a team.
• Establishing rules early is best, but be willing to consider changing them
if they’re hindering rather than helping the team. You can write them
down or just chat about them openly. Either way, you should be clear on
why they exist and ask for contributions/feedback from everyone.
• Some examples:
• When we meet, we’re all present (no cell phones or laptops).
• We’ll be open about our frustrations.
• We listen with intent, rather than waiting for our turn to talk.
• We respect out of office hours and won’t expect communication unless
it’s an emergency.
42. CLARIFY PURPOSE
• If a team doesn’t understand the purpose of their work, their
attention and enthusiasm can dwindle. Be clear
about why you’re doing what you’re doing - it’s the key to
motivation. Simon Sinek, author and marketing consultant,
unravels this game-changing concept in his TED talk.
• “Your Why provides you with clarity, meaning and direction. It is
a filter through which you can make decisions, every day.” -
Simon Sinek
• So, find the "why" - the purpose - for your current project or
final goal, and why you’re taking each of the steps that lead
you there. Not only will this keep everyone motivated and
aligned, it’s a great way to review your process and ensure
you’re taking the best steps to get to where you need to be.
43. RECOGNIZE AND REWARD
• Recognized employees are satisfied employees,
according to this recent survey. And satisfied employees
do better at work. If you want a happier, stronger team,
recognition is key - are this doesn’t refer to a monetary
reward.
• Here are some of the ways employees want to be
recognized and rewarded:
• Company or team-wide emails recognizing
individuals/teams
• In-person recognition and thanks
• Promotions
• Bonuses
• Extra vacation days
44. TAKE A BREAK
• Team building doesn’t have to happen while you’re
actively working. In fact, it’s proven that taking breaks
together can result in a higher level of productivity and
help reevaluate goals as needed.
• One week, you could round up the team and grab a coffee
together, or pick-up some sweet treats for your team on
the way to work and gather for a morning chat. Getting
together in a less formal setting will encourage better
communication, sharing, and bonding between team
members. If you want to start small, break up the day by
stepping outside to have one of your team meetings on
foot.
45. FOCUS ON STRENGTHS
• Focusing on the weaknesses of your team members can
seriously affect engagement and consequently lower the
team’s productivity. According
to Gallup research, employees who use their strengths
every day are six times more likely to be engaged in their
jobs.
• Everyone is different - we have different strengths,
passions, and weaknesses. One of the cornerstones of a
good team leader is focusing on individuals’ strengths,
and bringing together a team of people that has a
combined skillset to get the job done. As long as everyone
contributes by bringing a strong skill to the team, their
weakness should not be dwelt on.
46. SHOW GRATITUDE
• How much gratitude do you show? A survey of 2,000 people,
found that people are less likely to express gratitude at work
than any other place. In fact, 60% of those people said they
“either never express gratitude at work or do so perhaps once
a year.”
• It’s quite surprising then, to discover that people
actually want to be thanked. 70% of the surveyed people would
feel better about themselves if their boss were more grateful,
and 81% would work harder. Gratitude is actually proven to
lead to an increased sense of self-worth and trust within the
workplace.
• So, next steps? Start saying those magical words! Be thankful
for the big and the small things that your colleagues bring to
the table each day. (Don’t go overboard though. It’s important
that your thanks are genuine and timely. Think quality, not
quantity.)
47. ACCEPT DIFFERENCES
• “At some point almost all of us have had that moment in the
workplace where we wanted to strangle the person sitting next to us.”
I love this line because it’s so very true - when you're so frustrated by
one of your colleagues because their opinions, mannerisms, or
approach to work seem completely alien.
• But, what happens next in the scene? That’s the important thing to
focus on here. If your colleague next to you in a meeting is saying
something you completely disagree with, do you:
1. Tune out
2. Dismiss their idea
3. Talk over them
4. Embarrass them
5. Walk out of the room
6. Actually try to strangle them (Inside tip: it’s not this one)
In fact, it’s not any of these. It’s actually this secret answer:
48. CELEBRATE
• Woohoo! You’ve reached a major milestone/final
deadline/end of the week; it’s time to celebrate!
Celebrating your success as a team will bring people
closer together, encourage conversation, and boost
happiness.
• Like recognition and gratitude, celebrations don’t have to
be big, but they should be frequent. By doing this, you’re
weaving them into your team’s culture and the benefits
will become lasting and more impactful. You’re also
reminding people that your goals are achievable and
worth striving for, which will keep motivation high.
49. HERE ARE SOME IDEAS:
• Have a casual Friday meeting: Chat about the small
successes of the week. Use a post-it board to capture the
success and get everyone involved; people write their
achievements on a sticky note and put it on the board, then
explain it to the group. You could also give “props” in this
meeting; each person gives thanks to one other person in the
team for something helpful they did that week.
• Get out of the office for lunch of drinks: This can be after
work or during working hours (depending on your company
culture). Be clear on the purpose of this celebration, if you
reached a big milestone or your team received praise from
senior leadership.
• Have a small token mascot: A magic eight ball, a pair of glitzy
scissors, a plastic figurine - that gets passed to the team
member who was most successful or helpful in the past month.
Have every team member contribute to this decision through
an anonymous vote.
