Collins Business Secrets

Team Management
Rus Slater

Table of Contents

Cover Page

Title Page

Author’s note

Managing teams is a balancing act

Is this a team?

1.1 Know what you mean by ‘team’

1.2 Define success for your team

1.3 Know when you haven’t got a team

1.4 Plan to be a real team leader

1.5 Check that you have some followers

1.6 Manage a cross-functional team

Form your team

2.1 Pick the right people

2.2 Get the team performing quickly

2.3 Create a team identity

2.4 Create a team vision

2.5 Agree the ground rules

2.6 Understand team roles

2.7 Use roles for teamwork and task success

2.8 Measure the teamwork

2.9 Manage teams within teams

Lead your team

3.1 Create tasks

3.2 Build inter-dependencies

3.3 Avoid MIYST

3.4 Manage the miseries

3.5 Keep smiling

3.6 Give praise in public

3.7 Reward your people

3.8 Avoid being a ‘monkey manager’

3.9 Delegate to support your team

Communicate with your team

4.1 Run good team briefs

4.2 Use all channels to give your message

4.3 Decide who needs to know what

4.4 Listen to your team

4.5 Don’t forget the remote people

4.6 Give your team some publicity

Protect and serve your team

5.1 Know who is working for whom

5.2 Build and keep trust

5.3 Lead by example

5.4 Support your team as a whole

5.5 Support your individuals

5.6 Manage the creative tension

5.7 Don’t encourage ‘prima donnas’

5.8 Manage your own boss

5.9 ‘Manage out’ uncooperative people

Manage team changes

6.1 Learn to let go

6.2 Recognize survivor syndrome

6.3 React sensibly to change

6.4 Take the first step to manage survivors

6.5 Follow up the survivor management

Disband your team

7.1 Prepare to say goodbye

7.2 Celebrate success

7.3 Learn from experience

7.4 Spread the word

7.5 Keep in touch

7.6 Provide ‘after care’ for your team

Jargon buster

Further reading

About the author

Copyright

About the Publisher

Author’s note

This book is dedicated to Alexander and Frederick Slater.

Managing teams is a balancing act

When you manage a team you are judged by your boss and by the team you manage. You are judged on the achievement of targets and your success as a people-manager, both of individuals and of the team as a whole. Managing teams is therefore a huge challenge. It is also a hugely rewarding career!

I first became a manager of a team in the 1970s and in the early days I made every mistake imaginable! In the 1980s I trained properly in team management and leadership and had a lot more success. Since then, I’ve managed formal and informal teams, teams of volunteers and staff, virtual teams and cross-functional teams.

In the 1990s I started designing and delivering training events in the management of teams for public and private sector organizations. This gave me a further insight beyond my own direct experience, in the pitfalls and possibilities of team management.

This book is a distillation of what I have learned over the years about managing teams. The book contains 50 secrets about the successful management of teams, which, if you follow them, will save you and your teams from a lot of misery. The secrets are organized into seven themed chapters.

• Is this a team? You need to ensure that you have a team, not just a bunch of people! This is the foundation of getting it right.

• Form your team. Teams don’t just happen by chance; you have to work to create a team. That means you have to understand about teams, not just people.

• Lead your team. If you are going to be a team manager then you have to lead them day-to-day. You can’t sit back and rest on your laurels!

• Communicate with your team. Most complaints about team managers relate to communication. It is a two-way process, and you have to get it right to be successful.

• Protect and serve your team. You might be the one who gets paid more and has the bigger office, but your job is to protect and serve your team, not the other way round.

• Manage team changes. Nothing stays the same for long. Teams change and the work changes. The team looks to you to manage them through the changes.

• Disband your team. When the time comes, people don’t like to leave without saying goodbye. If you manage the team disbandment well, the future opportunities are greater for all.

Whether you have been managing teams for a while or are a new leader, you will find that by using these secrets your people will follow you far more readily and willingly than if you don’t.

The way you manage teams affects lots of people; it also affects your standing in the world.

Is this a team?

You may have the title of ‘team manager’ or ‘team leader’, but that doesn’t mean you actually have a ‘team’! A team has characteristics that set it apart from being just a group of people. If you don’t recognize these characteristics, your team might fragment, or the work won’t be done, or you might even find that a charismatic member of the team will actually become the real team manager whilst you flounder at the edge!

1.1 Know what you mean by ‘team’

First of all, you need to be sure that you have a real team and not simply a group of people who have been put into the same room/organization/coloured shirt! Make sure you have a clear understanding of what a ‘team’ is from the outset.

There are several definitions for the word ‘team’, depending on different situations. For example, the Massachusetts Institute of Technology defines a team as: ‘People working together in a committed way to achieve a common goal or mission. The work is interdependent and team members share responsibility and hold themselves accountable for attaining the results.’

Shorter definitions simply refer to a group of people and a common goal. Some definitions include interdependence of team members rather than the ability to function alone. Some add the requirement for team members to work cooperatively or harmoniously, defining the style of the interaction as well as the actuality. A team may be created for a specific task or it may have a longer lifespan. Some definitions include mutual accountability and responsibility for a team.

“I realised that I did not so much “lead a team” as preside over a bunch of egos”

Anonymous manager in the banking industry

From this you can see that although individual definitions of ‘team’ show some variation, there are some fairly universal concepts, which can be defined as:

• Teams have a common goal or purpose.

• Teams have more than one member.

• Teams have complementary skills and abilities.

• Teams work together.

So before you read any further in this book, ask yourself:

• “Do I have a group of people who all know that they actually belong to one team?” (Have you checked?)

• “Do they all have a common purpose that is clear, articulated and understood by all?” (Are you sure?)

• “Are they a group of people who have complementary skills and abilities?” (Or have they actually been bunched together because they all have the same skills and knowledge.)

• “Do they work together and depend on each other?” (Or do they just work in the same place, each doing their own thing?)

Don’t assume you have a team until you have common agreement that this group of people is a team.

1.2 Define 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: conventions, norms, expectations and rules.

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

one minute wonder Decide before you go any further: “Do I want these people to operate as a team with targets, or am I simply responsible for a group of people?”

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 feelings 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 difference of 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 successfully as a team.

1.3 Know when you haven’t got a team

There are numerous reasons why some groups calling themselves a team aren’t really a team. This may not be a problem, but sometimes it is. Teambuilding with a group can be counter-productive, detracting from individual performance without any compensatory collective benefit.

A sales ‘team’ where the individuals work in competition with each other is not a real team. In this environment, the nature of competition and performance-related reward actively discourage team working in favour of an individual meritocracy. In a different example, an accounts office might contain a bought ledger ‘team’ of clerks. However, they all have the same role and so are not complementing each other’s

case study In the early 20th century, when the explorer Ernest Shackleton was selecting his team for the Endeavour Expedition, he expressly selected beyond technical competence in the specific functions, actively seeking people who showed personality traits that he felt would complement each other in the challenging environment that he knew was coming. Nowadays, a team manager has more objective tools at his or her disposal to help with this, such as psychometric assessments and ‘team roles’ questionnaires.

skills within the ‘team’. To recruit for either of the above examples is relatively straightforward: find people with exactly the same knowledge and skill and the job is virtually done!

A team, on the other hand, can be much more difficult to form:

• Members of a team are selected for their complementary skills, not a single commonality. A business team may consist of an accountant, three sales people, a warehouseman, a delivery driver and a secretary, for example.

• Each member of the team has an individual purpose and function relevant to the team’s overall objective. This means that there will be interdependencies between team members.

• The success of these interdependencies relies to a greater or lesser extent upon the relationships and interactions between the team members. There is usually not as much room for conflict when working as a team, or for independence. This creates challenges in selecting team members; do you select complementary personalities or people who have a lot in common?

Complementary skills and interdependencies make a real team; otherwise, ‘team’ is just a label.

1.4 Plan to be a real team leader

There are lots of people in the world who use the title of Team Manager or Team Leader but are not genuinely doing anything to lead or manage. Sometimes this is a pure sinecure, while in other cases these people are deluding themselves.

Sinecure Team Leaders/Managers

People may be given the title of Team Manager as a sinecure (See Jargon buster) so that the organization can push them to the sidelines or a position where they can do no damage.

Sometimes this action follows the concept of the so-called ‘Peter Principle’, where a person has been promoted to a level beyond their competence. If no-one has the strength to remove them, they may be given a grand-sounding job title and marginalized. On the other hand, many organizations give sinecure job titles as a genuine way of recognizing and retaining technical talent. “We need to keep this person and give them more status, so we will call them a team leader but we don’t actually expect team management from them.”

one minute wonder Avoid becoming a team leader or manager in name only. Real team leadership is a highly active, challenging and rewarding role.

Delusional Team Leaders/Managers

There are two types of delusional non-managers:

1 People who have always viewed a management role as a ‘privilege without responsibility’. They get the bigger salary and the executive car parking space, and believe their job will be easy because people will automatically respect their rank and status. These people can usually be spotted by their absence! When they are around they have a tendency to ‘throw their weight around’; they bluster and coerce their staff to do their bidding, which often has more to do with bolstering their own egos than with achieving any meaningful objectives.

2 People who genuinely believe they are ‘managing’ but are really getting in the way of people doing their jobs. These people can usually be spotted by their constant calls for progress reports, their insistence on holding meetings in which nothing is agreed, and their micro-management of staff in the mistaken belief that they are somehow “helping”. They regularly introduce new initiatives, but rapidly lose interest in them.

If you have ever seen the TV sitcom called ‘The Office’ (either the original British version or the US spin-off) you will recognize the delusional type described here!

Your team will soon notice if you are a delusional team manager.

1.5 Check that you have some followers

If leadership is ‘the relationship between those who choose to lead and those who choose to follow’, then it is as important for a team to have followers as it is for the team to have a leader.

‘Followership’, however, is seldom an act of blind faith and unquestioning obedience (at least not in business), but a set of behaviours and characteristics that have been summed up by Keith Morgan (2005), who identified key elements that underpin effective followership.

• Effective followers know what’s expected of them; they make sure that their role/tasks have been clearly communicated to them and that they are clear about their responsibilities.

• Effective followers seek to establish and maintain lines of two-way communication to reduce the risk of unclear messages.

• Effective followers take initiative, keeping their leader informed. This is not just about personal action but may involve influencing other people.

• Effective followers challenge flawed plans. This is one of the most valuable contributions that can be made by an effective follower. It is also one of the most difficult, since there is a risk of appearing negative, or distrustful of the leader’s judgement.

“There go the people. I must follow them, for I am their leader”

Attributed to Ledru-Rollin (1807–74), French radical politician

• Effective followers provide accurate feedback to their leader and their colleagues. This means providing both good and bad news in a timely, diplomatic and honest way.

• Effective followers support the leader’s efforts – all leaders need support and encouragement. This also means acting as advocates among their peer group and attempting to quash rumours.

It is a managerial responsibility to create an environment that encourages followership. This table summarizes the ideal conditions and behaviours of the followers and manager:

Effective ‘followership’ is a prerequisite of effective team management.

1.6 Manage a cross-functional team

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

If your team members have another regular role elsewhere, then they also have a regular line manager, regular teammates, regular objectives and regular loyalties. This is referred to as a ‘matrix organization’. 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 = 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 identity 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 them away from their other teams.

• O = Objective setting. You not only have to set clear, unambiguous SMART objectives (see Jargon buster), 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 tell their line manager). If they are not doing so well ask them what else they need from you in order to perform.

• C = Communication. If you don’t see your team members on a day-to-day basis, or they don’t see each other 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 expect your team 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 organization 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 team!

Be a TOPCAT to manage a cross-functional team successfully.

Form your team

If you are lucky you will be able to hand-pick people for your team. Otherwise, you will have to work with whoever is allocated. Either way, it is your responsibility to create ‘esprit de corps’. This French term means a ‘spirit of belonging in a group’. It applies when the team members know what to do and what not to do; they take pride in being part of the team; and they have the confidence to rely on their teammates.

2.1 Pick the right people

If you are given the opportunity to pick people for your team, then you need to take care in choosing people who will not only have the technical competence to do the job but who will also work harmoniously with their colleagues and you.

• Recruit for harmony. You will actually need to consider how similar you want your team members to be to each other (or you!). Whilst there are benefits in getting people of the same mindset as each other, there are also tensions associated with having too many similarities between team members. For example, a team of 26 people who are all articulate, self-confident, ambitious, imaginative and highly motivated to be in the limelight can rapidly descend into a squabbling bunch of pushy people competing with one another to get promoted!

case study I was contracted to recruit a training specialist for a UK company. The initial request asked for candidates to be female graduates aged between 28 and 35 on the grounds that the team members were all female, all graduates aged under 33 and the team manager herself was 36. However, I put forward a shortlist that included a 42-year-old male ex-soldier who fulfilled all other criteria for the post. At interview he demonstrated a maturity and outlook different to the others in the team, and the company realized that he would provide a new perspective. He was recruited and quickly became a successful team member.

• Think about strengths and weaknesses. Within a perfect team there is a balancing act between individuals who get on together and individuals who bring specific strengths to the team. For example, on a football team you need to have a goalkeeper, some defenders, midfielders and strikers. You also need a balance of players who are good in the wet and some in the dry; some who play well when you are winning and some who shine when you are in trouble; some passionate players and some who are calm and methodical.

• Think about the environment. In a car sales environment, for example, you might want people who are self motivated, use their initiative, take calculated risks and solve their own problems. If you are building a team to run a nuclear power station then you probably want a mix of methodical, exacting, analytical and risk-averse people.

• Take inspiration from other teams. Many famous teams are made up of complementary characters. Think about the Magnificent Seven (gunfighters in the film), Wallace and Gromit (man and dog in animation series), Laurel and Hardy (comedy duo), the Dirty Dozen (assassins in the film), Hillary and Tenzing (real-life conquerors of Mount Everest), and even the ‘A’ Team (fugitive heroes in TV series).

Recruit great people to accomplish great things.

2.2 Get the team performing quickly

There are a number of 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.

1 Forming stage. Team members identify each other by name, role and history. In order to get this stage successfully completed as quickly as possible, hold a proper ‘forming’ meeting – get everyone to introduce themselves and share this information.

2 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

case study A manager asked me to run a teambuilding course for his part-time IT project team. The team had spent 11 months and many thousands of pounds but had achieved nothing at all. Over two days of teambuilding, the team members properly introduced themselves to each other for the first time; they did a couple of exercises that allowed them to ‘storm’; and they produced their own team charter. They went on to achieve more in the following six weeks than they had in the previous 11 months.

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 of comfort – for example any of the teambuilding exercises you can find on websites such as www.businessballs.com.

3 Norming stage. This is when you start to establish the rules of behaviour between team members, and their relationships 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. See Secret 2.5 for more details.

4 Performing stage. The team finally starts 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 starts scoring goals.

Once you reach this stage you want to stay there! Follow the secrets in Chapters 3, 4, 5 & 6.

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

2.3 Create a team identity

Effective teams nearly always have a team name, whether its Manchester United (football team), Greenpeace (environmental action group), the Rajasthan Royals (cricket team) or even the Beatles (pop band)! Nearly all teams have a logo and a unique style or uniform. A team identity gives individuals a powerful sense of belonging.

Even if the team you run is scattered across several departments of your organization, you can give them a sense of shared identity, such as with a team name, team logo, team motto, team vision and even a team ‘strip’ or uniform. Hold a team meeting and propose the idea: people will probably like it and be happy to choose or vote for things.

• Team name. Keep it short and simple, for example The ‘Hey!’ Team rather than the Global Internal Corporate Communications Team. Go for something descriptive of the team’s role or style, e.g. The Paper Tigers for an archive team. Try to find something different or even unique. Whereas lots of organizations have a Quality Team, why not call it The DRiFTers, standing for Do it Right First Time? Alliterative or punning names are usually successful, e.g. the Rajasthan Royals or Coach and Courses for your training team. Also make sure the name is easy to pronounce and spell in the language your team uses – a good example of a ‘team’ that adopted an easier name identity is the British Royal Family, who changed their surname from Saxe-Coburg-Gotha to Windsor in 1917.

• Team logo. A logo can be used to add distinction to your workplace, your paperwork and yourselves. You need to keep the logo simple so that it remains recognizable when reduced in size on memos or polo shirts. Ideally have one designed in primary colours so it can be easily replicated if you want to have it embroidered, painted or printed, or just have a black and white logo, so it can easily be photocopied. Often the simplest shapes make the strongest icons – consider, for example, the Red Cross and Red Crescent.

• Team ‘strip’. You can create a team identity with clothing and accessories, such as hats, polo shirts, badges, buttons, umbrellas, document bags, and so on. Items such as these are all relatively cheap, unisex and often more popular and fun than a top-to-toe uniform.

• Team motto. Take time to get the team together and challenge yourselves to come up with a good team motto. By ‘good’ you mean something that everyone will be proud to admit to! Keep it short and informative of the team ethos. Look at famous slogans for inspiration, such as Avis’s “We try Harder”, General Electric’s “Imagination at Work”; Barclays Bank’s “Fluid in Finance”, or the British SAS’s “Who Dares Wins”.

People like to be part of a team with a proper identity, so get them involved in creating that identity.

2.4 Create a team vision

A team is a group of people all trying to achieve one common objective, but the objective may change year on year. You need a bigger, aspirational ‘vision’ that encompasses but goes beyond the annual target.

• A vision is the glue that binds the team together as each individual strives to achieve his or her personal goals.

• A vision is what keeps you all focused on the ‘big picture’ when difficulties may otherwise seem insurmountable.

• A vision is the fuel that motivates your people to achieve something that is truly challenging.

Depending on the ethos of the organization and the function of the team, your vision might range from the mercenary (“We are going to kill the competition”), through supportive (“We will be customers’ supplier of choice”) to the uplifting (“We will eradicate starvation”)!

Here are some real examples of organizational visions:

• Google. “To organize the world’s information and make it universally accessible and useful.”

• Microsoft (in the 1980s). “A personal computer in every home running Microsoft software.”

• Volunteer Reading Help. “Confident children; literate for life.”

Note that visions are future aspirations, not current descriptions. To create a vision ask yourself:

• What do we really, really want to achieve?

• What would make us feel really, really successful?

• What do we want to remember about this team when we are old?

• What could we do that would make us feel proud?

• What would people remember us for?

• What would make people want to erect a statue in our honour?

As you can see, ‘people’ in the last two questions could mean the citizens of your country, your children and grandchildren, your shareholders or customers. It will depend on the type of job you and your team do; commercial, public sector and medical teams will doubtless have different approaches, leading to different team visions.

You can undertake this exercise in isolation or you can get your team involved. Personally I’d recommend the latter; this way the team members contribute to a vision that they can genuinely believe in and support; otherwise it is your vision and not necessarily theirs.

Once everyone shares the vision then the values of the team, acceptable behaviours, appropriate goals and an atmosphere of mutual support follow.

A shared vision means you are all facing the same way on the road to your goal.

2.5 Agree the ground rules

Ground rules should be set early to make it clear what behaviour is acceptable among members of the team, including you as the team leader. Depending on the circumstances, ground rules can also relate to other internal departments, customers, competitors, shareholders and so on.

It is better for your team to create the ground rules themselves rather than you imposing the rules upon them. This may seem counterintuitive – you are, after all, supposed to be the leader – but you can lead the team to produce their own rules. Here’s how to do it.

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