| The power teams can be equated to draft | | | | Are people being heard? |
| horses. One can pull 5,000 pounds, but | | | | |
| together they can pull 30,000. Yet too often | | | | Do people listen as much as they talk? Texas |
| teams are implemented as an end versus a | | | | oil tycoon H.L. Hunt said that he learned |
| means to an end. Teams have, in some circles, | | | | most of what he knew by listening! Healthy |
| become a trend, implemented "because it's the | | | | teams are made of up of people who have as |
| thing to do." | | | | much to hear as they have to say. |
| | | | |
| While teams can create dynamic results, | | | | A critical part of communicating is listening |
| poorly implemented teams can produce | | | | to what's being said so that you can respond |
| disastrous results. | | | | to input with information that is appropriate |
| | | | in terms of both content and spirit. And |
| The purpose of this article is to provide a | | | | sometimes, an effective listener is all that |
| checklist on how well your teams are doing. | | | | another person needs to clarify their |
| Here are some ideas for renewal. | | | | thoughts or release frustration. |
| | | | |
| Renewal doesn't come from carefully written | | | | Do people make the mistake of trying to |
| words, framed and hung on the wall. Renewal | | | | listen and do things at the same time? |
| comes from your actions, the way you spend | | | | |
| your time day in and day out. Let's look at | | | | Does body language indicate that people are |
| five indicators of team health. | | | | open to input and non-judgmental? |
| | | | |
| Mission | | | | Is there an open and trusting environment in |
| | | | which people are given a fair hearing for |
| Is there a clear purpose? Is everyone on the | | | | their thoughts and ideas? |
| team engaged in a common goal? Is the team | | | | |
| focused on the original objectives? What has | | | | Is There a Rumor du Jour? |
| changed since we started? Do we need to | | | | |
| modify the original team charter or | | | | A subtle but solid indicator of team health |
| operational guidelines? | | | | is: how still are the jungle drums, how quiet |
| | | | is the rumor mill? Healthy teams operate in |
| Problem vs. Solution Orientation | | | | an environment where issues are openly |
| | | | discussed and no one is excluded from the |
| Are your problems more important than | | | | discussion. Individuals can inspire long |
| solutions? Healthy teams spend more time | | | | lasting, positive result by what they do not |
| working on solutions than defining problems. | | | | say in casual conversations. An Enlightened |
| What's the difference? In a world of finite | | | | Leader models this behavior by only speaking |
| resources (time, energy and money), the more | | | | what is true, what is kind, and what is |
| you concentrate on analyzing problems, the | | | | useful. |
| fewer resources you'll have to develop | | | | |
| solutions that will propel your team forward. | | | | Do people speak in whispers around the |
| How much time does your team spend on these | | | | copier, coffee pots, or water coolers, giving |
| positive activities: Deciding how to close | | | | others a negative feeling about what they're |
| the gap between where the team is now and | | | | discussing? |
| where it wants to be Understanding what the | | | | |
| team does best Determining how successes can | | | | Are team members kept abreast of important |
| be built upon for greater success | | | | issues and are concerns openly addressed in |
| | | | regular meetings so that rumors aren't |
| Avoid "The Swamp" | | | | necessary? |
| | | | |
| Healthy teams celebrate success as soon as it | | | | Work Environment |
| happens and as often as it happens. All too | | | | |
| often the purpose, scope, or tasks of a team | | | | A lot of searching has gone into defining the |
| change, leading to an environment that can be | | | | kind of environment that enables people go to |
| unfulfilling because the target changes. | | | | work at peak performance. What percentage of |
| We've heard this dynamic called "the swamp." | | | | the day is your team actually performing at |
| | | | its peak? It would be unreasonable to expect |
| Not every champagne moment needs to be | | | | a sustained performance of 100% effort, but |
| celebrated with a bottle of bubbly! But even | | | | what can be done to make the environment more |
| small results deserve a moment of | | | | like the one you've envisioned? |
| recognition, and the team can be rewarded for | | | | |
| successes during the journey. | | | | Is everybody clear and following the team's |
| | | | operational guidelines for each individual? |
| This fosters continuous improvement, | | | | Are people empowered? Does each person |
| encourages their continued efforts, and leads | | | | understand his or her role in accomplishing |
| to higher performance because they see that | | | | the objectives? Do they have what they need |
| their efforts won't be taken for granted. | | | | to succeed? |
| Celebration confirms the sometimes taken-for | | | | |
| -granted fact that success doesn't just | | | | Review your values; is there mutual respect |
| happen; it's the result of initiative and | | | | for every individual and is there a high |
| follow through on the part of team members. | | | | degree of trust and openness? |
| Look around your office: Does your team track | | | | |
| daily accomplishments on a prominently | | | | After reviewing these Team Health Indicators, |
| displayed sign where people can share their | | | | you may want to change some things in your |
| results? Does your team start meetings with a | | | | workplace. That's OK! Healthy teams are in a |
| review of recent successes? Does your team | | | | process of continuous improvement. Follow the |
| recognize accomplishments by all team | | | | principles of Enlightened Leadership and our |
| members, not just a favored few? | | | | team will enjoy a long and healthy life. |
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