Twelve people sit together. They've flown in from all corners of the earth. From India to America and from China to the Netherlands. They know each other. At least... that's what they think. They've met and exchanged information via Teams. For the third time in five years, they meet in person, while in the organization (corporate, global, fast-moving) they are labeled as the 'Global Leadership Team'.
In the three days they're together, everything is pulled out all the stops to give them a 'team feeling' from the organization. But unfortunately, they don't connect. Not in a common goal, nor in trust; the two most elementary components of a team identity. Afterwards, each group member disappears again into their own geographical column, led by the demands of the day.
So often I encounter groups that are a team in name, and perhaps in intention. However, the hard truth is that it rarely happens that they meet all the criteria to bear the name 'team'.
WHEN IS A GROUP CONSIDERED A TEAM?
Let's go a step deeper into the world of team development. As mentioned, there are two basic conditions: a common goal and trust in each other. Based on this, the dynamics between people can be better understood and interventions for team development can take place more easily. This is the basis, but you're not there yet. A next condition is: gaining insight into the dynamics between people and making optimal use of talents and personality traits.
In a later blog, I will elaborate on the two basic conditions and give you tools to establish the foundations of perspective (the goal) and trust. To optimally compose a team, the members must understand and embrace that there is never stability. Neither within the team, nor in the environment.
WHAT IS THE CORE?
The core of team dynamics lies mainly in self-knowledge and understanding of others, about one's own style and contribution. From there, the continuous interaction and dynamics can be understood and deployed. The statement is: "Know yourself and adapt". Insight, resilience and agility will make you successful in forms of collaboration that, now and then, resemble a team.
MAP YOUR TEAM
To create a team, you need to look in the mirror. With a DISC profile and a Team Wheel, based on Jung's archetypes, you get a mirror and a user manual. The mirror for self-reflection and the user manual for dealing with others. In addition, a Belbin analysis can give you insights from team dynamics: What is my role? How do I prefer to behave and how do I react to others?
ASSESSMENT
By doing a targeted assessment with everyone you work with, you map out the team composition. By continuing to do this and adjust (as people come and go), you always know what you're working with and what might be missing in your organization or team (or what you might have 'a bit' too much of).
With a team assessment, you lay the foundation for interpersonal dynamics, in which understanding plays the key role. You can then link this dynamic to a task you're facing (the perspective) and the collaboration you're looking for (trust).
LINK IT TO A GOAL
Always link the development in your organization to the strategic agenda. Take the first step yourself and act according to Eleanor Roosevelt's philosophy: "To handle yourself, use your head. To handle others, use your heart."
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