In order for any team to produce work, they must do three things: meet, communicate, decide. If they don’t do any or just one of these, they cannot produce work of any considerable complexity.
- Communicating and
- Making decisions
are undeniably three fundamental and simple aspects of teamwork, but not necessarily easy. They are often underestimated ("...how difficult can it be?").
If you’ve ever been in a meeting
- that didn’t go according to schedule (because there wasn’t one) or
- where the same two people were the only ones talking or
- where making a decision was more complex than the matter itself or
- where nobody seemed to be able to take a step back and critically assess parts or the process as a whole...
Then, you will know what we mean.
Checklists, following up on development agendas, and continuous feedback aren’t just to-do-lists but a way of ensuring that fundamentally important things become a habit; a process for how work gets done that people can rely upon.
Competitive advantage today stems from how efficiently and effectively teams respond to opportunity and change. If you want to start a team right or implement measures that will develop an existing team further, consider introducing these fundamentals and practice them daily.
Practice usually involves giving and receiving feedback. Feedback can play an essential part in integrating new habits and ways of working. Feedback, however, is also considered difficult. Delivering and receiving feedback can provoke sensibilities and cause instances of cognitive dissonance. Hopefully, you will advance sufficiently as a team to be able to adhere to an old African proverb: “Examine what is said and not who speaks”.
There is much to learn in having a process – and even more when intelligent reflections are shared and seen as constructive feedback that will increase the team’s likelihood for success. When feedback becomes part of your process, it will become something that is relied upon and therefore trusted.