Get The Team Performing Quickly

There are a number of preliminary stages before a team can start preliminary stages before a team can start performing properly. The stages can be summarized as forming, storming norming and performing. These stages sometimes happen naturally, but it is far better to manage them from the outset.

   Forming Stage. Team members identify each other by name, role and history. In order to get this stage successfully completed as quickly to introduce themselves and share this information.

    Storming Stage. The stage where, confident they are meant to be here, people start to “jockey for position” –to establish their credibility in the team. Some will try to push themselves forward because they want power or influence; others will deliberately keep a low profile because they are shy, diffident, or lacking in confidence. You need to set up activities that allow people to find their level to comfort – for example any of the teambuilding exercises you can find on websites such as www.businessballs.com

   Norming Stage. This is when you start to establish the rules of behaviour between team members, and their relationship with you and people outside. The Norming phase can take quite a long time if left to happen naturally because the rules will be established by a combination of “trial and error” and “custom and practice”. Take control by holding a team meeting to set up some formal ground rules.

   Performing stage. The team finally start working effectively towards its goals. For example, a soccer team is performing when it is playing well – tackling, keeping possession, winning ground, supporting each other – even before it start scoring goals.

Don’t let your team go through the first three stages without intervention; make them happen quickly and successfully.

Reference: Team Management Secrets by Rus Slater

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...