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(Series 1 of 8)

In the industrial era the ‘method of production’ was mass production. During the information age the method of production valued the individual. Today’s workplace method of production is the team.

Teams and teamwork are being put through the washing machine as organisations flex between conventional and hybrid workplaces with varying degrees of success. The greatest challenge is engineering a team ethos in which people want to belong and willingly contribute their unique strengths, skills and abilities.

You may be aware of and be able to describe a number of factors preventing your team/s from successful ‘teaming’ although I encourage you to start with the significant seven. If you are a good leader, you may not need to look beyond them to forge the attitude and habits required for your team to excel and exhibit the agility and resilience necessary in meeting targets and satisfying stakeholders.

The significant seven teaming questions are:

• Do team members understand their purpose in the bigger picture?
• Have members taken psychological ownership for what they do?
• Is the team ‘comfortable’ with change?
• Are the norms and values applied consistently?
• Does the team easily hold its focus on what is important?
• Are the efforts of the team able to compound?
• Can working relationships be described as healthy?

All the above are important to teaming outcomes, however, your teams will struggle to endure the pressures exerted on relationships and results unless they have clarity of purpose.

I will go through each of the significant seven in ensuing posts. Should you miss any they will all be on my website (timshaw.co.za) under Shaw to Shore (articles).

I am the author of Leading Self and Others (how to make a difference where you are with what you’ve got) and Teaming with ideas (life lessons in teams – from business, sport and parkrun). You can contact me here.