Manage A Cross Functional Team

Many teams are cross-functional: they are made up of people from different departments or functions or even organisations. In this situation, each person has a part time role in this team another job elsewhere. It is crucial that you take this into account.

If your team members have another role elsewhere, then they also have a regular manager, regular teammates, regular objectives, and regular royalties. This is referred to as a “matrix organisation”. The different lines of management and responsibilities make it much easier for people to become overloaded, distracted, or confused, and conflicts of interest are much more likely.

In order to minimize the likelihood of problems with a cross functional team, you need to work hard on six areas of your management skills. You will notice that the initial letters of these skill areas spell TOPCAT..

T.O.P.C.A.T

T = Team Building. You have to work really hard at this because your team members are already members of other teams. They already have a team identify and team loyalties elsewhere and these continue throughout the lifetime of your team. You need to balance getting them involved in your team without appearing to be trying to break team away from their other team.

O = Objective Setting.  You not only have to set clear, unambiguous SMART objectives, but you have to do this in conjunction with the objectives and deadlines, that your team members have in their other teams. This requires constant review and adjustment as well as extra liaison with team members and their other bosses.

P = Performance Feedback. No one wants to be unappreciated, especially when a team member might be unpopular with their line manager for being “absent-on-duty” with your team. Therefore, performance feedback is critical. If people are doing well, tell them (also tells their line manager). If they are not doing well ask them what else they need from you in order to perform.

C = Communication. If you don’t see your team on a day-to-day basis, or they don’t see each day, you have to keep everyone informed of activities, successes, problems, solutions, changes, and everyday news. But you have to avoid overloading people who might be getting similar updates from their other teams!

A = Arbitration. You can’t expert your teams members to negotiate for your benefit with their other boss; you are going to have to do a lot of arbitration for your team members’ time and resources. You will have to do this at the outset, when you set objectives, and frequently throughout the life of the team.

T = Tackling Conflict. Life in a matrix organisation is full of potential conflict. You are naturally going to feel that your team is the most important, while every other manager is naturally going to feel the same way about their dream

BE A TOPCAT TO MANAGE A CROSS-FUNCTIONAL TEAM SUCCESSFULLY 

Reference: Team Management Secrets by Rus Slater

TILL THEN... 

Define Your Success For Your Team

Whether you have a sales team, a customer service team, a medical team, a combat team or a soccer team, there are certain characteristics that the team will need in order to be successful both in terms of how it operates and in relation to its achievement of targets.

1) There is clarity of purpose; members can and will commit themselves to the overall objectives.

2) The team has a clear, explicit and mutually agreed approach

3) The individuals have clear performance goals against which they are measured. These may include a continuous series of milestones along the way larger goals

4) The atmosphere tends to be informal and there are no serious tensions. It is a working atmosphere in which people are involved and interested

5) The team members listen to each other, and new ideas are openly discussed. Everyone has a say

6) People are welcome to express their feeling about different issues as well as their ideas

7) Disagreements are carefully examined and resolved rather than crushed. Dissenters are not seen as trying to dominate the group, but as having a genuine different opinion.

8) Each individual team member is respectful of the mechanics of the group: arriving on time, coming to meetings prepared, completing agreed upon tasks on time, etc.

9) Constructive feedback is welcomed, and it should be frequent, frank, and relatively comfortable-oriented towards improving performance rather than allocating blame

10) Whilst a single person may have the title of Team Leader, he or she may step quietly aside to allow others to work to their strengths. The issue is not who’s in control at any particular moment, but how to get the job done.

"Think about how your people will operate will operate successfully as a team"

till then.. ~

Reference: Team Management Secrets by Rus Slater