Business Management - Teamwork

Life Cycles of High Performing Teams
Lets first start by defining the term from a corporate perspective:A group of people with a high degree of interdependence geared toward the achievement of a goal or the completion of a task. Or in other words, members of a team agree on a goal and agree that the only way to achieve that goal is to work together. Some groups have a common goal but they don’t work together to achieve it. For example, many teams such as yours are really groups because they can work independently to achieve the goal. Some groups work together but they don’t have a common goal.

So we have the term defined, let’s take a look at different types of teams:

The Traditional Team
A group of people who have a traditional boss but who also share some of his/her responsibility and authority. How much is shared is usually dependent on the topic under discussion. A person is in charge, but on various issues, that person may allow other team members to take the leadership role.

The IT Team
In this team model, members see one another infrequently or not at all. They are also called “cyber” or “virtual” teams. What makes these teams different is that they have to work together to accomplish goals, but they may meet only at the beginning of their project and thereafter interact through e-mail and telephone. They can also fit any of the four models listed above.

The Comrade Team
This is a group of people who are happy working for one boss, and everything seems to be going well. These people have team spirit, but in reality they aren’t a team because one person calls all the shots, with no sharing of authority or responsibility.

Team Committee
There is a group that comes together for a specific time to work on a special project or task. This group has traditionally been called a “task force” or “committee” and may include “quality circles” used in break out groups to lead parts of projects.

Self Managed Team
This is a group of people who manage themselves. No one person in the group has the authority to make all the decisions about the events that impact the group. This is referred to as a self-directed work team because everyone has authority and responsibility for all the decisions they have to make.

Why do these teams sometimes fail? Well some reasons are: members do not participate in setting goals, the goals are unclear, the goals are not communicated, and everyone is doing his or her own thing without attention to team goals.

Overcoming team failures or avoiding them all together takes a commitment and understanding of the life cycle of teams. Think about for a minute, you usually don’t get to pick a top notch team or choose who will be in your team in a business environment. Sometimes you get what you get as a leader, and as a team member, you may have accepted the offer for employment before you met anyone in the team so this is where the life cycle of teams comes in. I’ll explain in the following outlilne:

Cycle 1: Formation
Characteristics of this cycle:
— Group members may be anxious, adopt wait-and-see attitude, be formal, etc.
— No clear idea of goals or expectations.
— Not sure why they are there.
What you can do to help:
— Team writes its own charter or mission statement and clarifies goals. Remember goals must have personal buy-in.
— Help team establish boundaries and determine what is expected.
— Team members get to know each other doing non-conflict laden task. This builds commitment towards one larger goal.
— Help them know what to expect; communicate and reassure.

Cycle 2: Formation
Characteristics of this cycle:
— Team members eager to get going.
— Conflict can arise as people bring different ideas of how to accomplish goals and notice differences rather than similarities.
— Some members may drop out mentally or physically.
What you can do to help:
— Continue with no surprises and communicate.
— Tensions will increase; this is normal, so recognize and publicly acknowledge accomplishments.
— Lead/participate in meetings.
— Value diversity.
— Gather information and be supportive.

Cycle 3: Growing
Characteristics of this cycle:
— People begin to recognize ways they are alike.
— They realize its sink or swim, we’re in this together.
— People get more social.
— May forget their focus in favour of having a good time.
What you can do to help:
— Recognize how they are alike
— Help with training if applicable.
— Encourage them to feel comfortable with each other and with systems.
— Help group stay focused on goal.

Cycle 4: Executing
Characteristics of this cycle:
— Team members are trained and competent, and able to do their own problem-solving. Now the leader will ask for critical self-assessment and look at ways to challenge them and develop them.
— Mature, understand their roles and responsibilities
— Want more input in processes
— Self-motivated and self-trained
What you can do to help:
— Recognizing efforts
— Encouraging growth
— Giving new challenges

No matter what you do, where you work or live, the quality of your attitude determines the quality of your relationships—not to mention just about everything else in your life. The good news is that attitudes are yours to select. And if you are free to choose any one you please, why not Choose a Really Positive Attitude. In face to face situations, your attitude precedes you. It is the central force in your life; it controls the quality and appearance of everything you do.

Traditional vs Service Leadership ?

Traditional Leadership Model

As you know this model has each employee working for the leader above them. It is in the shape of a pyramid and everyone works for the person above them in the chain of command. In the pyramid model we can see a strong looking and stable organizational chart right? Sure it looks stable, it is how a reporting structure should look like and what is taught in business 101, but that is inside the box thinking. It's really hard to truly provide outstanding service if the only person YOU serve is your BOSS! So lets explore an alternative (the service leadership model) model.

Service Leadership Model

This is simply taking your traditional model and turning it upside down! Sound less than stable? Sure but remember the old sayings "looks can be deceiving" and "don't judge a book by it's cover"? Although it looks like a mess and some leaders (usually leaders whom aren't HUMBLE) think that they should lead by their title and that the only person that matters is their boss. Yes even a CEO has a boss(s)!

Let me put my spin on why I feel that this model is truly effective in any high pace, energetic and passionate organization. The way service leadership works is by providing service to your STAFF not your BOSS. If you are providing a high level of service and support to your team, unit, department, or company your results will show. The goals are not going to be achieved by you alone and they will never be exceeded with you worrying about pleasing your boss at every corner. Let me make a quick disclaimer before people start thinking that I am advising you to disregard your boss.... the boss will be evaluating and writing your reviews so take caution. You report to your boss and assignments come from him/her but you work for and serve your people. It's a pretty simple concept and humble leaders usually always get it. Those that hold dear to their title and feel threatened by high performing individuals on their team just don't understand this.

In the service leadership model: THE CUSTOMER is the most important individual. Why? Well think about it for a second.... if your staff works to please YOU, how are they going to provide exceptional customer service? They should be working hard for their real boss - the Customer!

Now where does this service leadership come from? Well there are many books, articles and pieces out there about it and I read a book with this subject in mind but I really witnessed this model in action for many years. The Military! Yes there is a hard-core chain of command that you must follow in the military, however everything you do is a service for someone else (other than your supervisor). As a leader in the military you are held to a standard of well being, performance, and morale for the folks in your command.

The only way to be effective is to support and serve their needs so they can accomplish the mission - because it's a life/death situation and not about profit or loss. Can you imagine a soldier without the proper equipment or not being trained on how to set up a cigar shape security perimeter? Military leaders serve right along side their troops and lead by example!

I hope this makes some sense and can help at least one leader out there. If you start serving your staff - they will increase the level of service to their customer.... I promise.

Thanks and try to get out their and serve your staff!!

Business Partnerships

PARTNERSHIPS If properly conducted, there is much to commend the management ofa business through partners. Never go into a partnership with a man who puts in his experienceagainst your capital, unless you know him like a brother. "It lasted about a year," said a man who had done this. "Now thefellow, who has cleared out, has the capital and I have theexperience." A partnership is an agreement between two or more persons toassociate for the purpose of carrying on a certain form ofbusiness. Each member of a copartnership must contribute a statedcontribution to the establishment of the enterprise, but each neednot give the same amount. Neither is it necessary that the contributions of each to the firmshall be of the same character. One may contribute a building, another machinery, or material, andstill another money. The shares in the profits are based on the cash values of thedifferent contributions. The work of the different parties may be estimated ascontributions, but in such cases it is better to pay the worker afixed compensation, and charge this to the expense account.
PREPARE AND SIGN Never go into a partnership based on a verbal agreement, unless itbe for the distribution of fish, game or nuts, when out with afriend for a holiday. Have the copartnership articles carefully drawn up and signedbefore you put a cent into the undertaking. A document like thiscan be appealed to should disputes arise; and should a partnerdie, his heirs may find it of the greatest value. The articles should contain: 1. The amount to be contributed by each.2. The nature of the business.3. The time which the partnership is to last. If the time is not specified, a partner may withdraw whenever hepleases. If the profits are to be equally divided, this should be statedand provided for.
SILENT PARTNERS When a man invests money in a business in the management of whichhe takes no active part, he is said to be a "silent partner." Such a partner has a share in the gains and he is responsible asthe others for the firm's liabilities. Again, a man may not give money or time to a firm, but is willing,for business reasons, that his name shall appear as if he were inthe association. In this case the man is known as a "nominalpartner." Although this man is not entitled to a share in the profits andhas no money invested, yet he can be held liable for the debts andother obligations. The reason for this is very plain. LIABILITY In all matters rightly belonging to the business of a firm, anymember has the right to act, and his acts will be held binding inlaw. It is usual for partners active in a business to have each hisseparate duties, but even if these duties be designated in thearticles of agreement, the outside business world is not supposedto know anything about the relative duties of the members of afirm as decided among themselves, so it is decided that each isempowered to act for his partners. Under the usual articles, it is stipulated that while a dualpartnership lasts, neither of the members shall make a note, signa bond, or enter on any outside obligation as an individualwithout having secured the written consent of his businessassociates. Each partner in a firm is liable with the others for all thebusiness indebtedness. If a firm fails, and the assets are found not sufficient tosatisfy the creditors, they can levy for satisfaction on theprivate property of one or all of the partners. If a member of a firm should become so far indebted, as anindividual, that he cannot comply with his obligations, theinterest he holds in the firm may be disposed of and applied tothe payment of his debts. This does not mean that the creditors may take or seize on anyparticular thing which the firm holds jointly, but that thedebtor's interest in the concern may be so disposed of. All thisthe law has provided for. A new partner admitted into a firm cannot be held responsible forthe debts of the old concern. HOW TO DISSOLVE Every partnership agreement must provide for and distinctly statethe period for which it is to continue. At the end of the period named, the partnership is dissolved bylimitation. If the partnership is to continue, a new agreement must be madeand signed. On proper application, a partnership may be dissolved by an orderof the court. If a member who has become objectionable to his partners shouldnot agree to a dissolution of the firm, the partners may apply toa court of competent jurisdiction for a decree of dissolution. No member of a firm can withdraw at his own option. The consent ofthe other partners is necessary, and before he is released he mustprovide for his share of the obligations. Notice of dissolution should be published, and notices sent toagents and others interested.
SPECIAL PARTNERSHIPS Limited or special partners are not recognized in some states. This is a method of association whereby a person joins apartnership, putting in a sum agreed on, and which he may stand tolose as an investment. He is entitled to a _pro rata_ in theprofits, but he cannot be held for the debts. In some countries marriage is regarded as a civil contract or formof partnership, subject to dissolution by the courts.