Developing the team to a high performance level is a vital part of leadership training that can be taught and learned. Do you know how to prevent teams that are supposed to collaborate from competing or even fighting by applying High Performance Team Coaching? Read on to learn about 3 leadership mistakes that destroy teamwork and how to change them to create high-performing, trusted teams!
Lack of confidence + pressure = disaster
An unhealthy work environment due to rivalry, lack of trust, and lack of respect between departments can be a leader’s nightmare. The negative effects are often intensified at peak times when staff are under considerable stress. This is when unproductive emotional patterns appear that cause visible irritation and conflict. The emotional intelligence of the team hits rock bottom, and worse, it can alienate your internal or external customers as they perceive you, which is simply unacceptable.
3 common leadership mistakes when building teams, and what to do instead:
Team Building Mistake #1: Not Focusing on Building Strong Relationships Between All the Department Heads That Make Up Your Team inner circle.
His #1 Recovery Team Coaching Approach:
Challenge the inner circle to verbalize all their problems and resentments. To cure unhealthy work climate, starting with department heads, host a series of face-to-face meetings with 2 bosses each. They can then share their problems and resentments in a safe and confidential environment through the disciplined use of active and empathetic listening. A neutral outside facilitator can be vital in ensuring that all issues are raised and resolved.
Team Building Mistake #2: There are no clearly defined (written and visible) team rules.
His #2 Recovery Team Coaching Approach:
Each department creates a list of detailed team rules (no more than 7) in a facilitated group setting, choosing a wording that everyone can identify with and is ready to commit to. These different sets of team rules from all departments are then compared by the inner circle. Rules that can be applied as general guidelines for cross-department collaboration and teamwork in general are established, mutually agreed upon, and then reported to sub-teams (no more than 7). In each department the 2 regulations, internal and general, are delivered printed and “signed” in a ceremonial act by all.
Team Building Mistake #3: There is no turnover between staff across departments in the form of job rotation
Your #3 Recovery Team Coaching Approach:
A disciplined ‘job rotation’ between departments is agreed upon by the inner circle and implemented, outside of peak hours. Staff members learn about the other departments by spending regular time there. This is a crucial step that also requires creativity to manage the daily workload and still be able to “trade” staff between departments. The benefits of this step are several:
- Staff have to “put themselves in other people’s shoes” and really experience the other departments from the inside. They get to know each other much better, they begin to bond, and the resistance wears off over time.
- Staff get used to changing working in a new environment on a regular basis due to turnover. They should aim to understand all the processes, bottlenecks, and challenges that “everyone else has,” especially during peak hours.
- Staff are trained to multitask and are better positioned to step in when needed due to staff absences or turnover.
Crucial mindset to drive change
The mindset for all 3 approaches should be centered around “we’re in this together” and “we all want to” versus “we have to”. In a nutshell, this is an invitation to all team members to voluntarily “sign up” for team excellence and enjoy growth in the process. To get the best engagement from the start, this 3-step approach should be the result of a facilitated workshop using group discussion and brainstorming.
The task is to enable the different departmental teams to clearly see the overall benefits for themselves and for the entire business unit. Only then can they visualize how pleasant the work environment can be. Only then do they want to start working towards it.
stay on track
To keep their teams on track, I often encourage all team players (managers and staff) to ask each other every night at the “end of the game” as collaborative teams:
When do we win today?
What did we learn today?
What can we change tomorrow to improve our game and enjoy the ride?
Apply this simple formula as a daily habit: WinLearnChange. I invite you to use this leadership team building approach to make a difference in the development of your high-performing team.