Team Building Without Time Wasting

Team Building Without Time Wasting


Many of today’s leaders face a dilemma: As the need to build effective teams is increasing, the time available to build these teams is often decreasing.

A common challenge faced by today’s leaders is the necessity of building teams in an environment of rapid change with limited resources.

The process of re-engineering and streamlining, when coupled with increased demand for services, has led to a situation in which most leaders have more work to do and fewer staff members to help them do it.

Increasing leadership effectiveness

Research involving thousands of participants has shown how focused feedback and follow-up can increase leadership effectiveness – as judged by direct reports and co-workers.

A parallel approach to team-building has been shown to help leaders build teamwork without wasting time. While the approach described sounds simple, it will not be easy.

It will require that each team member has the courage to regularly ask for – and learn from – ongoing suggestions from fellow team members.

To successfully implement the following team-building process, the leader (or external consultant) will need to assume the role of coach or facilitator and fight the urge to be the ‘boss’ or ‘instructor’.

Greater improvement in teamwork tends to occur when team members develop their own behavioural change strategies rather than just executing a change strategy that has been imposed upon them by the ‘boss’.

Read Next: Why You Should Be Using the Coach Approach

Steps in the process

1. Begin by asking all members of the team to confidentially record their individual answers to two questions:

  1. ‘On a 1 to 10 scale (with 10 being ideal), how well are we doing in terms of working together as a team?’ and
  2. ‘On a 1 to 10 scale, how well do we need to be doing in terms of working together as a team?’

Before beginning a team-building process, it’s important to determine whether the team feels that team-building is both important and needed.

Some people may report to the same manager, but legitimately have little reason to work interactively as a team. Other groups may believe that teamwork is important, but feel that the team is already functioning smoothly and that a team-building activity would be a waste of time.

2. Have a team member calculate the results.

Discuss the results with the team. If the team members believe that the gap between current effectiveness and needed effectiveness indicates the need for team-building, proceed to the next step in the process.

The research reveals that in the vast majority of cases, team members believe that improved teamwork is both important and needed. Interviews involving members from several hundred teams (in multinational corporations) show that the ‘average’ team member believes that his or her team is functioning at a 5,8 level of effectiveness but needs to be at an 8,7 level.

3. Ask the team members,

‘If every team member could change two key behaviours that would help us close the gap between where we are and where we want to be, which two behaviours should we all try to change?’ Have each team member record his or her selected behaviours on flip charts.

4. Help team members:

Help team members prioritise all the behaviours on the charts (many will be the same or similar) and (using consensus) determine the most important behaviour to change (for all team members).

5. Have each team member hold a one-on-one dialogue with all other team members.

During the dialogues each member will request that his or her colleague suggest two areas for personal behavioural change (other than the one already agreed on above) that will help the team close the gap between where we are and where we want to be.

These dialogues occur simultaneously and take about five minutes each. For example, if there are seven team members, each team member will participate in six brief one-on-one dialogues.

6. Review time:

Let each team member review his or her list of suggested behavioural changes and choose the one that seems to be the most important. Have all team members then announce their one key behaviour for personal change to the team.

7. Brief:

Encourage all team members to ask for brief (five-minute), monthly three question ‘suggestions for the future’ from all other team members to help increase their effectiveness in demonstrating

  1. The one key behaviour common to all team members,
  2. The one key personal behaviour generated from team member input, and
  3. Overall effective behaviour as a team member.

8. Conduct a mini-survey, follow-up process in approximately six months.

From the mini-survey each team member will receive confidential feedback from all other team members on his or her perceived change in effectiveness.

This survey will include the one common behavioural item, the one personal behavioural item, and the overall team member item. A final question can gauge the level of follow-up – so that team members can see the connection between their level of follow-up and their increased effectiveness.

This four question survey can either be electronically distributed or ‘put on a postcard’ and might look like the sample below.

9. Results for the individual:

Calculate the results for each individual (on all items) and calculate the summary results for all team members (on the common team items). Each team member can then receive a confidential summary report indicating the degree to which colleagues see his or her increased effectiveness in demonstrating the desired behaviours.

Each member can also receive a summary report on the team’s progress on the items selected for all team members.

‘Before and after’ studies have clearly shown that if team members have regularly followed up with their colleagues they will almost invariably be seen as increasing their effectiveness in their selected individual ‘areas for improvement’.

The group summary will also tend to show that (overall) team members will have increased in effectiveness on the common team items and overall team member behaviour.

The mini-survey summary report will give team members a chance to receive positive reinforcement for improvement (and to learn what has not improved) after a reasonably short period of time. The mini-survey will also help to validate the importance of ‘sticking with it’ and ‘following up’.

10. Team meeting:

In a team meeting have each team member discuss key learnings from their mini-survey results, and ask for further suggestions in a brief one-on-one dialogue with each other team member.

11. Review the summary results with the team.

Facilitate a discussion on how the team (as a whole) is doing in terms of increasing its effectiveness in the key behaviour that was selected for all team members.

Provide the team with positive recognition for increased effectiveness in teamwork. Encourage team members to keep focused on demonstrating the behaviours that they are trying to improve.

12. Progress reports:

Have every team member continue to conduct brief, monthly, ‘progress report’ sessions with all other team members. Re-administer the mini-survey eight months after the beginning of the process and again after one year.

13. Conduct a summary session with the team one year after the process has started.

Review the results of the final mini-survey, and ask the team members to rate the team’s effectiveness on where we are versus where we need to be in terms of working together as a team.

Compare these ratings with the original ratings that were calculated one year earlier. (If team members followed the process in a reasonably disciplined fashion, the team will almost always see a dramatic improvement in teamwork.)

Give the team positive recognition for improvement in teamwork, and have each team member (in a brief one-on-one dialogue) recognise each of his or her colleagues for improvements in behaviour that have occurred over the past twelve months.

14. Going forward:

Ask the team members if they believe that more work on team-building will be needed in the upcoming year. If the team believes that more work would be beneficial, continue the process. If the team believes that more work is not needed, declare victory and work on something else!

Read Next: Motivate Employees in Five-Minutes or Less

Marshall Goldsmith
Marshall Goldsmith is an executive educator, coach and million-selling author of numerous books, including the New York times bestsellers, MOJO and What Got You Here Won't Get You There.
  • Rebecca

    As you’ve directly lifted this content from Marshall Goldsmith, you should probably at least mention him as the source. I know he’s very generous about sharing his stuff, but at least a nod to the guru would be nice!