Four Foundations Of Teamwork

To build a cohesive and efficient team, the first and most important step is to build trust.

This is not a trust of any kind, but a solid trust based on the fragility of human nature.

This means that a cohesive and efficient team member must learn to admit his mistakes, weaknesses, failures, and help to himself freely, quickly and peacefully.

They are also willing to recognize the merits of others, even if they are superior to themselves.

In theory or in kindergarten, this is not very difficult.

But when a leader is faced with a group of accomplished, proud and talented people,

Two, a benign conflict.

One of the biggest obstacles to teamwork is fear of conflict.

This comes from two different concerns: on the one hand, many managers take various measures to avoid conflicts in teams, because they worry about losing control of the team, and some people's self-esteem will be hurt in the process of conflict; others are to treat conflict as a waste of time.

They are more willing to shorten meetings and discuss time, to make decisions that they seem to be accepted sooner or later, to set aside more time to implement decisions, and other tasks they consider to be "real".

In either case, CEO believes that they are consolidating their team by avoiding disruptive disagreements.

This is ridiculous, because their practice is actually killing constructive conflicts and covering up the major problems that need to be solved.

Over time, these unresolved problems will become more difficult, and managers will become more and more irritated by these repeated problems.

What CEO and his team need to do is learn to identify false harmony, guide and encourage appropriate and constructive conflicts.

This is a messy and time-consuming process, but this is unavoidable.

Otherwise, the real commitment of a team is the impossible task.

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Three, act unswervingly.

To become a cohesive team, leaders must learn to make decisions without perfect information and no unified opinions.

And because perfect information and absolute consistency are very rare, decision-making ability is one of the most critical behaviors of a team.

But if a team does not encourage constructive and unguarded conflicts, it is impossible to learn how to make decisions.

This is because only when the members of the team fight against each other warmly and unguarded, can they express their ideas frankly, and the leaders can be confident in making decisions that are fully centralized and collective wisdom.

Teams who can't argue about different opinions and exchange unfiltered candid opinions often find themselves facing the same problem over and over again.

As a matter of fact, a team that seems to be able to make and stick to hard decisions is often a team that seems to have a bad and always disputable team.

What needs to be emphasized again is that without trust, actions and conflicts can not exist.

If team members always want to protect themselves in front of their peers, they will not be able to argue with each other.

This will create other problems, such as: unwilling to be accountable to each other.

Four, there is no regret and no regrets to be responsible for each other's outstanding team. There is no need for leaders to remind members of the team to do their best, because they are clear about what needs to be done, and they will remind each other of those behaviors and activities that are not conducive to success.

A team that is not good enough usually takes the lead in reporting unacceptable behavior, or even worse: gossiping behind it.

These actions not only destroy the morale of the team, but also make it easier to solve those problems that are easy to solve.

Taking responsibility seems simple, but it is very difficult to implement it.

It is not easy for church leaders to criticize their partners on the behavior of damaging the team.

However, if there is a clear team goal, those behaviors that are harmful to these goals can be easily corrected.

Teamwork is not an incomprehensible idea, but when people involved are leaders with strong will and their own success, it is extremely difficult to achieve.

Teamwork is not worth the hardships, but its rewards are rare and costly.

If leaders do not have the courage to force team members to achieve the conditions required for teamwork, it is better to stay away from this concept.

However, this requires another kind of courage - not the courage of the team.