Team Development - Easier to Start from Nothing
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Is it easier to have a bunch of people that are brand new to a team, or one that you mould from those you inherit?
In my business life I only had the latter. An existing group of employees, in each business who I had to work with, from each new day one. Never a new set that I could grow for myself.
There are different challenges in each case.
With an existing team you have to challenge and change ideas and behaviours set in their ways, unchallenged, sometimes for years. You run the risk that they have had poor experiences of what good quality performance is - or, as they say, what 'good looks like'. This may not be good at all - not necessarily their fault though as no-one showed them differently!
In every business management I had, the outgoing manager was either leaving the business, retiring or being demoted. In one store I managed I was the first manager to be promoted out of there since the war!
That meant that whilst I had the numbers in place with some experience, it was quite a challenge to ensure that they came on board quickly, with what my own ideas of good performance and business delivery were.
Like a new football manager, I had to gradually change the personnel until they fit the team I wanted, with the exception of those who were prepared to change and develop. However, there were rare opportunities to transfer anyone out and definitely not for a fee. Occasionally someone might seriously transgress (like the supervisor who, I found out, regularly sent her staff out to the supermarket to do her weekly food shop for her - in business time - I demoted her to the ranks and she never showed up again!).
In developing a new team from scratch, the challenges are still significant. Their skills and understanding of organisational processes can be lacking, especially if new recruits to the organisation. Yet these individuals aren't tarnished with poor behaviours, inherited from past underperforming models in the management hierarchy.
The easiest? I don't know, as I never had a brand new team. Yet, in both cases, it is vital to set in stone standards that are clearly stated and as rigid as necessary to deliver the quality outputs the business needs. In both cases it is vital that the incoming manager is able to be the best example possible.
Then sticking firmly to the path, with consistency, fairness as well as building trusting relationships is the only way to success. There will be ups and downs, with failures and omissions, but this will guide you through successfully in the end.
With such a template, both types of team will work well and deliver outstanding results.
Martin Haworth is a business and management coach and trainer, working with a range of clients from corporates to individuals worldwide. www.MartinHaworth.com
Team Development Easier to Start from Nothing - To learn more about this author, visit Martin Haworth's Website.
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Dianne CramptonDianne Crampton is North America's leading authority on team culture. She is an author and professional speaker and president of the leading team culture consultancy, TIGERS Success Series, Inc. Crampton has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down or to subscribe to TIGES Free monthly e-newsleeter go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: Winning Business Team Cultures And Why They Thrive, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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