Teams have a critical role to play in virtually any organization. But truly synergistic team performance in the workplace is a rare phenomenon. One problem is that synergy requires clear goals and an atmosphere of mutual trust, which are difficult to maintain in this era of rapid change and declining job security.
But the most direct challenge to team effectiveness comes from the old paradigm of individual achievement and competitiveness, an orientation that persists in the mindset of many team leaders and team members. No matter how determined an organization may be to move from a traditional hierarchical structure to more reliance on teams, the old paradigm remains a powerful force-supported, usually, by a company's reward and recognition systems. The same paradigm also influences senior managers, who may believe that they are empowering teams but actually undermine team efforts by reserving final decision making authority for themselves.
Is it any wonder then that so many teams set sail with the best of intentions, only to flounder, leaving a trail of frustration and disillusionment? Groups that were meant to provide models of high performance, showing us how to compete and prosper in these turbulent times, may end up transmitting a very different message.
Improved team performance begins with the recognition that the problems faced are unique and multifaceted. Each organization has its own set of objectives, and it may have a variety of teams, with varying levels of accomplishment. Some may be dysfunctional, while others are performing well, but still not achieving the collective gain that comes from a truly collaborative effort. They may lack skilled leadership, or be divided internally. They may need more support-or clarity-from the next level up.
In most organizations, no single intervention holds the key to productive teams. For this reason, we typically start by asking our clients to consider some fundamental questions. What does your organization want to accomplish with teams? How do your teams link up with organizational objectives? What critical issues are confronting your executive team?
By listening carefully to employees' perceptions of team practices and the support they receive from their organization, one can begin to assess the current team environment and identify areas that need to be strengthened. Sterling Institute helps organizations assess teamwork, communication processes and team performance in order to tailor solutions that often include consulting with senior executive team regarding their goals for work teams and how they will deal with the changing role of management in a team-based organization. This may involve breaking down internal barriers, reviewing organizational goals, or identifying specific actions senior management can take to support the team process. We can also work with your executive team to assist them in communicating their objectives to the work teams for which they are responsible.
Our team programs include a carefully sequenced series of activities that allow participants to experience these tensions, examine their own responses as team leaders or team members, and practice the appropriate team skills.
Here are short summaries of each of our Team Performance programs. If you would like more detailed information on any of these programs, simply click on "Learn more" at the end of each description.
Working Across The Organization
This two-day program teaches program teaches project leaders or team members on cross-functional teams how to collaborate with and influence others over whom they ave no positional authority. Participants learn how they can modify their relationship behaviors to improve their own individual performance and that of their teams and how to gain commitment from other team members, a mange conflict, and create a collaborative working environment. Learn more.
Leading & Working in Teams
This one-day program assists participants to learn what it takes to build and lead an effective team and the roles and responsibilities of effective team members. Whether they are team leaders or team members, participants learn how to get people to work together to achieve team goals. Participants learn to clarify their team's purpose, develop team norms, build consensus and help team members become active participants in the process. During the workshop participants learn to diagnose and respond to team problems and to identify the steps they need to take to build commitment to team objectives. Participants also learn important team problem-solving and decision-making skills. Learn more.
Essentials of Project Management
This three-day program teaches project leaders 1) the structural steps and techniques necessary to plan and execute a project effectively (defining scope, estimating, planning, etc.) and 2) how to collaborate with and influence others over whom they have no positional authority. Participants learn how they can modify their relationship behaviors to improve their own individual performance and that of their teams. By applying each of the project management tools to an actual project for which they are responsible, participants learn the skills to manage projects on time and within scope and budget. Learn more.