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