There are many facets that make up the success of a team. As an effective leader/manager you must understand what it takes to achieve this success and be able to repeat it time and again.
Successful teams are a result of many facets coming together. As teams are becoming more and more prevalent in the business world, it’s important to examine what it takes for them to succeed. Crother-Laurin (2006, p.1) suggests that effective teams are a result of healthy leadership, rather than design. She stresses the importance of leaders focusing on individuals, where each person’s learning and development is fostered in a way that allows the organization to benefit from team members’ contributions (2006, p.2). Nemiro (2004, ch.2) discusses the need to align the right structure with the team’s values and skills, as well as the group’s vision, objectives and tasks. Furthermore, Duarte (2006, p. 20) stresses the importance of leadership establishing a culture that “values teamwork, communication, learning, outcome-based performance, and capitalizing on diversity.”
Traditional and virtual teams alike require norms and protocols, which tell team members what are the acceptable standards of behavior and what is expected of them. Norms and protocols provide guidance for things such as “participation, communication, conflict management, project and task management, problem solving and decision-making, and how to pursue creative efforts” (Nemiro, 2004, p.234). Norms also address timeframes and accountability measures. Where timeframes clarify deadlines by which actions must be completed, accountability norms spell out necessary actions for on-time completion/delivery as well as what happens when deadlines aren’t met (Nemiro, 2004, p.258).
Members of a successful virtual team must understand the delicate balance between coordination, collaboration, and autonomy (Duarte, 2006, p.125). Coordination and collaboration are more difficult in a virtual setting, making autonomy that much more appealing. Too much autonomy, however, may make it difficult to adhere to timeframes and accountability norms. When this is coupled with the challenges presented by team members’ different locations, time zones, and schedules, it can present an even greater challenge for the team leader.
The ability to resolve conflict within teams is an important part of success. Silberman and Hansburg (2000, p.155) stress the significance of fostering partnerships with others as away of creating a climate of mutual interest. The right kind of group atmosphere will facilitate teamwork and cooperation. Having the ability to effectively relate to others and resolve conflicts are valuable skills for team members and successful team leaders alike.
Nash (1993, p.37-38, 48) suggests that successful leaders lead by example. She further states that effective leaders set a leadership standard by choosing a balanced path that allows for both economically healthy and moral choices. This approach to leadership is more likely to earn trust and respect of team members, encouraging similar behaviors and fostering team spirit and success.
Building and maintaining trust within virtual teams can be more challenging than in more traditional groups. Spanning time and distance and working with different cultures, languages, and backgrounds can make bonding more difficult. Boutros (2007, p.1) points out that the inability to build, maintain, and recover trust is the biggest cause of failed relationships. The author goes on to say that trust is a choice and requires ongoing work. Trust within a team as well as trusting the group’s leader are both paramount to a team’s success. As Boutros (2007, p. 1) points out, it’s much easier to convince people who trust you because the level of commitment attained “with trust is much greater than using facts and figures.” Further stressing the importance of trust, DeJanasz et al (2006, p.34-35) point out that trust impacts the effectiveness of communications and influences people’s actions. Furthermore, trust is what binds leaders and followers together. It is this very bond that can make a tremendous difference in one’s ability to effectively lead and influence others.
Successful teams are a result of much work and many parts coming together like pieces of a puzzle. In order to take full advantage of well-established norms and protocols, it’s crucial to have effective leadership, quality communication, trust, and efficient conflict resolution. Bringing the pieces together can result in a well-choreographed force that is capable of achieving great things.
Boutros, A. (January-February 2007). Building, maintaining and recovering trust: a core leadership competency. Physician Executive. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_m0843/is_1_33/ai_n18617341
Crother-Laurin, C. (Fall 2006). Effective Teams: A Symptom of Healthy Leadership. The Journal for Quality and Participation. Retrieved April 28, 2007, from http://findarticles.com/p/articles/mi_qa3616/is_200610/ai_n17196720/pg_1
De Janasz, S. C., Dowd, K. O., Schneider, B. Z. (2006). Interpersonal Skills In Organizations (2nd ed). New York: McGraw-Hill/Irwin.
Duarte , D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco : Jossey-Bass.
Nash, L.L. (1993). Good Intentions Aside: A Manager’s Guide to Resolving Ethical Problems. Boston: Harvard Business School Press.
Nemiro, J. E. (2004). Creativity in virtual teams: Key components for success. San Francisco: Pfeiffer.
Silberman, M. & Hansburg, F. (2000). People Smart: Developing Your Interpersonal Intelligence. San Francisco: Berrett-Koehler Publishers.
