Tips For Ridding Teams of Negativity

Teamwork has become a widely publicized strategy used by companies to improve performance and business results. Most often,the benefits and successes of teams have captured the attention of executives. But are executive noticing the downside of teamwork?

Author Patrick Lencioni, in his book, "The Five Dysfunctions of Teams' identified the following key reasons why teams can become a liability:

1. Absence of trust. Team members are not open with each other;

2. Fear of conflict. Conversations become guarded and veiled;

3. Lack of commitment. Team members rarely buy in.

4. Avoidance of accountability. Team members hesitate to confront colleagues about their actions and behaviors.

5. Inattention to results. Team members put their personal interests and careers ahead of the team.

Executives and mangers can lead high performing teams that add to business results by instituting the following practices:

* provide recognition for each person on the team. Believing it is only the team leader's responsibility to provide recognition for a job well done can kill team spirit;

* see the value in each other's roles. The team's performance will be weakened by others failing to see that each person has something worthwhile to add regardless of their job. It is not only the superstars that deserve recognition, it's everyone;

* include people of diverse knowledge, background and experience. Teams tend to invite people who are "just like me." Diversity and differences in perspective are important to effective team performance;

* recognize the importance of informal leaders' influence. There are people on the team who may not official authority but who command great respect because of who they are and how they conduct themselves. These people have the ability to influence others and get things done in ways others cannot;

* discover each other's strengths. Particularly in the early stages of the team working together, it is more important to focus on and share the strengths of each team member rather than putting emphasis on the weaknesses or missing elements;

* stop disrespectful behavior when it first appears. If a team leader and members don't nip it in the bud right away, the behaviors will have a negative impact on team performance;

* form friendships. The Gallup Organization identified 12 things top performers required to affect engagement and found that having a "best friend at work" was one of the most important factors;

* fire anyone on the team who refuses to become a positive team member. We all know the people who sit back, arms crossed and let everyone else do the work. They can't wait to get out of the teamwork and get back to their own "real work."

* give each team member the chance to fail. It's OK to admit that something didn't work, or the idea wasn't great. It's something entirely different for a team member to pass judgment on a person because of of a poor decision or take it personally;

* appreciate how powerful a team can be. Teams that function at a high level are a powerful force when the learn to leverage the knowledge, skills, relationships, and energy of a group of people with a single purpose.

Dynamic, cross functional teams can enhance a company's business results in a way that goes beyond the success of any individual. Wise executives are keen students of the dynamics of teamwork. More importantly, they know how to avoid influences that will end in failed teamwork.