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TOGETHER EVERYONE ACHIEVES MORE � unknown

What is the one common factor CEOs attribute to the success of their company’s? Teamwork! A concept, which even a few years back, seemed to be the next management fad. Now it is enjoying a robust comeback. Irish a Teamwork is not a management fad; it is a vehicle for achieving top quality performance. To a great extent, success of a company depends upon the individuals within the company working together as a dynamic team.

General Electrics (GE)
One man who has revolutionised the concept of teamwork is Jack Welch, CEO of GE. According to him, “we’ve developed an incredibly talented team of people running our major businesses, and, perhaps more important, respect for healthy sense of congeniality, mutual trust, and performance that pervades this organisation.”

Welch is not only known for increasing GE’s revenue seven folds, but also for building one of the world’s executive talent portfolios. The long-term success of a company depends upon the quality of performance of the leadership team. Poor performing team breeds turf politics and agendas, whereas a high performing one gives way to “organisational coherence” and focus.

However, one first has to decide whether a team is required or not. Sometimes a team assists and at times it simply slows down the workflow. What you have to ask: “Is it a team task?” The more complex the work is and the less important speed is, the more likely it is that the task would be from a team approach.

If a team is needed, it is essential that everyone understand exactly what a “team” means.

Author John Katzenbach says-
• Few number of people, ideally less than ten
• Committed to a specific purpose
• Believe in what they are doing
• Clarity in performance goal
• Common work approach
• Mutual accountability

Most organisation set numerical goals. For instance, bring up the market share by 10 percent. Goals should not be numerically driven otherwise it reduces teams performance. Instead the team must have a qualitative goal which everyone understands e.g. making decisions to expand a certain market. There are times that, require single-handed decisions and times when teams take better judgement calls. Look at the situation and than determine whether a team approach is appropriate or not.

Delta Consulting
Psychologist Janet Spencer, a consultant with Delta Consulting works closely with executives. She observes that top management have concerns about getting the best out of their executives who are asked to perform in a team. Those who are still climbing the ladder ask “What’s in it for me?” Young rising executives are more concerned about individual recognition. Senior executives are also not good team players. These are real issues CEOs must deal with. According to Spencer, a “team leader must be strong and top management must make clear the importance of the team’s task. The team must have a very clear, very specific focus.”

When teams fail to focus on their objective, on job profiles of each one involved, how the work will progress etc. invariably the operation fails. Teams are similar to families in many ways. Like family teams are likely to get into arguments conflicts. The idea is to work your way through it, resolve the issue and move on just like you would do with your family.

Leaving you with a thought- “Coming together is a beginning, staying together is progress, and working together is success.” Henry Ford

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