What is the best approach in handling team work?

Communication and continuous follow-up *

Consolidating the spirit of integration among the members of the team *

  Constructive cooperation that serves the group as a whole *

- The ability to highlight the possibilities of good - Dealing with justice - To encourage the physical and moral - The team's participation in everything - Constant communication - Permanent support for the team

Lead by example, cultivate "team spirit" and a work "ethos", include others in any decision making process, don't be frightened to ask their advice (shows that you "value" their opinions), be sensitive to their needs, be a good listener, organise social activities for the team (team bonding), be decisive in your own decision making. In this way you will earn their respect and they will recognise you as THE Team Leader.

Guiding the team to work toward a specific goal during a specific time period

1- Clear objectives

2- Common understanding

3- Effective communication

4- Effective feedback

5- Fair rules

A teamwork culture is possible by doing a few things right. Admittedly, they can be difficult, but they can lead to an overall sense of teamwork.

• The organization includes everyone when organizational goals are being established. Everyone gets involved in defining:
  • Mission Statement
  • Vision Statement
  • Values

This doesn’t mean that the whole company needs to go on a retreat. There are other ways to include everyone including online surveys and open channels of communication.

• The organization members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six.
• Executives communicate that teamwork and collaboration are expected.
• Executives demonstrate teamwork as they work with each other and the rest of the organization. They continue to work as a team, even if things temporarily go wrong and the temptation is to slip back into former team-unfriendly behavior.
  • Form teams to solve real work issues and to improve real work processes.
  • If working toward a specific goal – on a specific project team members first agree on how they will deliver a product or a service or the steps required to be successful. Without this – frustration, conflict and failure are almost guaranteed.
• Provide training in systematic methods so the team expends its energy on the project, not on figuring out how to work together as a team to approach it.
• No one completely owns a work area or process all by themselves. People who do manage work processes and positions accept ideas and input from others on the team (formally).
• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If team members aren’t getting along, review the work processes they mutually own. The problem is often that the goals are not clearly defined and / or external influencers have changed - not the personalities of the team members.
• Teamwork is rewarded and recognized. The lone ranger, even if he / she is an excellent producer, is valued less than the person who achieves results with others.
• The performance management system, compensation, bonuses, and rewards places emphasis and value on teamwork. Often360 degree feedback is integrated within the system.

Identity the potentials of your team mates and ignite those potentials.

Have a participative approach and encourage all for ideas.

Listen more and respect their views.

Act fast on their relevant concers.

Each individual should have full formal clarity about their roles and job details. Must be agreed upon.

Set formal appraisal standards mutually agreed upon.

Set examples to follow and share your knowledge and skills for their development.

Train and coach as required.

Encourage and motivate by various methods of appreciation.

Encourage for healthy competition.

Share information and keep them posted about the positive impacts of changes.

Keep learning and also be a team player.

As a team leader, helping your team to perform is a combination of balancing what is good for both the whole team and the organization as a whole; while not easy, it's a rewarding challenge that will stretch your abilities for the better.

• Leader: As a leader it is in exhibiting your human qualities that you are accepted as a leader by the team. Human values require the leader to have a sense of self, an ability to read the relationship dynamics clearly, and to see the relationship between the emotional, economic, and personal input to the organization. Moreover, a leader needs to have the ability to feel separate from the organization in order to be able to see beyond the company's immediate needs and to focus on the team needs instead. Here the order of preference is: the team member, the team, and then the organization.
• Manager: As a manager you have to get the performance out of the team as per the organization's objectives. Here the order of preference is: the organization, team and the individual.
• The balancing act: As a team leader and manager, you need to perform both the roles efficiently, to be able to blend both leadership and management within the team context. This will take practice -- but it helps to treat team members as individuals all the time -- while keeping your eye focused on the integral, common goal.