10 CHARACTERISTICS OF EFFECTIVE WORK TEAMS - JOB - 2024

The characteristics of effective work teams are divided into characteristics of the organizational climate, characteristics of the leader and others that refer to the psychology of the groups and the dynamics that occur within them.

Teamwork to any situation in which two or more people must meet in order to perform a set of tasks that, generally, cannot be done alone. But, forming a work team does not automatically imply that good teamwork is achieved. The second is something that must be learned and encouraged.

Given the high level of competitiveness that exists in work environments, it is not always easy to add the individual efforts of each employee to achieve good teamwork. It requires a conducive work environment, a good leadership system and a set of specific characteristics of those who participate in the team.

But, when the foundations for good teamwork are laid, the results exceed expectations and the eventual error or conflict, natural in human actions, is more easily controlled. So it pays to go the extra mile to make good teamwork the standard for everything done in a job.

Characteristics of the organizational climate in good teams

Quality teamwork is not possible if the environment is not the right one to allow the team to work at ease. The company is the place where the working group meets, but it is also the main engine of their relationships. According to the philosophy of said company, the teams will tend to be more or less united.

For this reason, the main responsibility for quality teamwork lies with the company itself, and it should be the company that sets the example to promote better labor relations. Next, the three characteristics to be promoted to improve the organizational climate and, with it, the quality of teamwork will be offered.

-The well-being of the individual is sought in the group

If a company, as an entity, does not care about how its employees are, what they like and dislike, how they spend their free time, the employees are less likely to relate well to each other.

If, on the other hand, the company, through its management figures or its corporate programs, is attentive to the needs of the employee, this will feel more appreciated and surrounded by humans. This will awaken your interest in human contact with your co-workers.

Thus, relevant figures can ask about the personal goals and aspirations of employees and be willing to help them achieve them. For example, if the goal of an employee is to complete or start a postgraduate degree, this allows her to make her schedules more flexible, without the employee necessarily asking for it.

Other ways for the company to show its interest in the employee is to organize sports, family or leisure activities outside the walls. Scheduling parent-child days, for example, and making bosses comfortable and pleased with the presence of children is a way of saying "I'm more interested in you than just an employee."

Finally, showing concern for employees is caring about their comfort. Allowing them to customize their offices or cubicles, have break rooms, dining room or cafeteria and even gym, sends a clear message: "I hired the human, not the employee", but also "thank you for entrusting us with your work; this is how we reward you ”.

-The equipment is updated in terms of training and technology

Asking a work team to do good teamwork is equivalent to asking them to be professionally updated to face each new challenge. And it would be incongruous to ask for this, when company policies are inflexible or too slow to provide the necessary labor updates.

Having up-to-date computers, software, machinery and services is vital if you want teamwork to meet current technological demands. So it would be necessary to anticipate these changes and continually refresh the technological face of the company. Listening to employee suggestions on this is also helpful.

But the spirit of upgrade doesn't end there. In terms of processes, updating is also relevant. Procedure manuals, position manuals, contracts, internal regulations, remuneration programs, etc.; everything must be kept up to date at the same rate that employees are required to be updated.

-A policy of full freedom of communication is promoted

If, as a company, you show interest in your employees and stay ahead of the advancement in the world of work, but your employee cannot fully express himself in all situations in which he is involved, then all of the above falls apart. The employee must always feel fully confident to express himself at ease.

But, even showing a total openness towards good communication, it is always possible that there are situations that are sensitive or controversial enough that the employee is afraid to give their opinion out loud. There, the company must establish anonymous, but efficient, mechanisms for communication. A virtual complaints and suggestions box, for example, can be very useful.

Finally, just as many companies apply job performance evaluations on a regular basis, with equal periodicity, the employee should be allowed to evaluate the company. And that the changes of the company are noticed after this evaluation so that it does not lose sense to communicate negative opinions or suggestions.

Characteristics of leadership in effective teams

If the company as an entity is already doing a remarkable job of improving its internal climate, important steps have been taken to achieve good teamwork. But every work project has a primary leader, who has a duty to guide and manage the team's efforts. Therefore, their role is fundamental to this process.

Much has been said about what a good leader should and should not do. But here the emphasis will only be on the aspects of a leader that will promote better teamwork. Next, the three characteristics of leadership that allow building effective teamwork will be explained.

-There is a mobile leadership

Although the main responsibility of a project falls on its leader, and he has to learn to manage and delegate functions, the matter does not end there. Delegating functions only implies that the leader does not do the work that is the responsibility of others. But mobile leadership involves changing roles and job responsibilities.

This means that the leader who promotes good teamwork will sometimes cede his leadership role to one or more people and he will assume a role similar to that of any other member of the group. This does not imply lowering himself from his investiture, nor will it eliminate the respect that the leader tries to forge in his group. On the contrary, it will give you greater authority.

When a leader cedes his role to others and assumes that of others, and this is a continuous dynamic, the group knows that the leader is capable of understanding the operational part of the project, that he is efficient in many areas, but that he also trusts the project. leadership of each member. This will increase the confidence of the entire team, necessary for success.

-The leader promotes justice

In a work project, not everything can be rosy at all times. Disputes, debates, problems, cheating, lies, etc. can arise at any stage of the work. While a fundamental part of teamwork is that each member has conflict resolution skills, the greatest burden falls on the project leader.

When a problem cannot be solved directly by the working group or when allowing the group to seek a solution would greatly delay the project, the leader must intervene and arbitrate the situation. But if you want to get out of this situation well, you must use a deep sense of justice.

-The leader promotes effective communication

It is the duty of each team member to polish their communication tools. But in the leader this is vital, since it will be he who informs the group about each of the tasks that make up the project to be carried out, the rules and other components. In addition, he is most likely the one who will communicate the results to his superiors.

The good leader, then, communicates clearly and in a timely manner all the ins and outs of a job to be done to his team, and keeps them continuously informed about any relevant changes in their bases. This, while promoting honest and fluid communication between members, and between them and him.

But promoting effective communication is much easier said than done. Even the best teams always have old grudges, vestiges of insane competition, introversion, and other blockers of good communication. And not even the best of leaders will know all the barriers that a work group hides.

Other features

-The self-formation of groups is encouraged

In most cases, work teams are set up by third parties, even outside the team in question. Team members have no choice but to get together and learn to tolerate each other. But whenever possible, it is advisable to allow teams to conform themselves.

Allowing a team to self-conform can be done in two ways. In the first, people are allowed to choose the project they would like to work on from a limited list. And in the second, with a project already defined, each member that joins suggests the incorporation of another until filling the places for the team.

This can be risky in some cases, as it can lead to entrenched labor relationships, where some are always favored and others are always ignored. For it to work, employees must know each other very well, avoid professional quarrels or jealousy, and ensure that everyone is committed to collective achievement.

Self-formed teams can be much more efficient, as they are full of people who want to be there and / or who were chosen by the group itself. These people will feel much more valued and, in effect, the team will have a more qualified staff for each important area.

-Groups self-regulation is encouraged

Whether or not teams have become self-conforming, it is just as important that they self-regulate. Even if there is a leader, each member must believe in what they do and see that it is done well. Instead of motivating rule-following, the leader must convince members of the importance of what they are doing.

In the very famous and current agile project management systems (such as Scrum Managment), groups regulate themselves. There are daily meetings where everyone reports on what they have done, what they will do that day and the difficulties they will have. And without the need for a leader to order it, the members will offer their help to the partner.

The basis of a self-regulating group is to achieve a good initial organization. If everyone knows what they should do, how and why they should do it, how long they have to do it, what is the highest priority, what problem they may encounter, etc., it is easier for autonomous decisions to be made along the way.

A self-regulating group feels more motivated to achieve than one driven by a charismatic leader. This also generates more mature and fraternal labor relations, less competitive, and makes achievements feel like the product of collective effort.

-Creativity is encouraged

Good teamwork is not limited to completing tasks. He is the one in charge of offering added value, the one that innovates, the one that breaks with the schemes and is creative.

But that is not possible in a group where creativity is censored or made fun of. A good team is continually invited to create.

-The group has characteristic values

A current trend within the world of organizational psychology indicates that the success or quality of an employee should not be measured only by their ability to follow orders or solve work problems. For an employee to consider herself successful, her job must catapult her to become a better person in all areas.

Thus, each task, project or activity that is carried out in a company can lead to vital learning. It can help set values; both those of the company and many others. If each teamwork project is set up in a holistic way, the employee will come out a better person from there.