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The success of a company or organisation almost never depends on one man or woman — aside from one-pitters, of course, but they don't usually make the headlines. If there is a remarkable result, you can be sure that the management has surrounded themselves with the right people, who work together in the right way.
We've written before about the recruiting and selecting from good applicants. Then the next question is: once you have brought in those ideal new colleagues, how do you make all those different people, each with their own character and way of working, work together optimally? That does not always come naturally. Take advantage of our tips for optimal teamwork!
Together with your team, determine how you want to work together. Such a set of team appointments can consist of many things. Are there fixed meetings, can you work from home, and how do you arrange taking vacations? But being able to independently determine your own priorities, flexibility in the range of tasks or the decision-making authority over the budget are also important aspects that should be clearly arranged.
Once you have the agreements in a row, it is of course also important that they come into view and remain well visible to everyone.
Especially when, for example, a new vision or a different way of working is introduced, the internal communication important.
Make full use of online opportunities; this ensures optimal accessibility for everyone and is flexible. Of course, you want to be able to update with new developments from time to time!
A team only functions properly if there is a great deal of mutual trust. Team members need to feel comfortable, in fact, they need to feel safe with each other. Then they dare to be vulnerable and express their thoughts freely. This creates space for creativity and new ideas, which is an important breeding ground for the development and success of both employees and the organisation.
It is very important that people are allowed to be themselves and that gossip and backlash are kept at bay.
For example, record in your team appointments (see previous tip) that people are not talking about each other, but with each other.
Each team member is responsible for this, so you can talk to each other about that. Do you hear a colleague say something critical about another team member? Then ask if the other person is already aware of this. If there is a problem that stands in the way of the team's success, sit down to find a solution.
Together with your colleagues, find (to stay in hip terms) the 'why' or 'purpose' of your team. Please note: we do not mean the hard numbers and targets that should be strived for here. Of course, the amount of work you do together is very important, but a dream team focuses on other things.
What goal do you want to achieve? When are you really satisfied, and what does each team member want to contribute to the organisation and society? The answer to these kinds of questions is mainly what connects team members. It motivates, provides inspiration and gives energy.
Remember to evaluate from time to time. People develop, views and motives can change. By talking about this regularly, you ensure that the team goal always remains up to date.
As a team, you work together to achieve the goal. But don't forget that each team is the sum of individual people. Everyone has their own package of knowledge, skills, talent and character. Make good use of that uniqueness.
Together, map out what contribution each colleague could and would like to make to the team. What is someone good at? What makes him or she happy, and what exactly is in someone's allergy? Even knowing a colleague's biorhythm provides valuable information. One person is razor-sharp as soon as he jumps out of bed, the other is actually only approachable after four cups of coffee or even gets off to a good start in the evening.
What you have at home now is certainly interesting, but also what you could and want to learn in the future. What knowledge and skills do the market and the organisation require in the short or longer term? How does that fit with someone's personal development needs and age phase?
Record the agreements, wishes and possibilities in a personal development plan (POP) and don't forget to monitor progress regularly.
A manager can make or break a team. Fortunately, the real dictatorial types will be largely extinct by now, but not everyone is born naturally leader that can motivate and inspire others. So it is certainly a good idea to invest enough in (middle) management. The use of a coach or a course can give a novice or insecure manager just that little bit of support to flourish.
However, it is not just the people with an official managerial title who determine the team result. Informal leaders often make the difference. No doubt you know them. These are people with a special appearance, an infectious laugh or just that other way of working that can enthuse and influence people. With an informal leader, the threshold for colleagues to ask a question is just a little lower.
Cherish this kind internal ambassadors within your team; ask for their opinion and use them, for example, in project groups and onboarding.
They can help you enormously in smoothing out bottlenecks or making a change!
If you need more ideas and tips, contact us. There's nothing we like more than thinking along! In addition, we have a lot of knowledge about easy, flexible online solutions that can make it easier for your team to thrive!
As an educational expert specialising in online learning, I have been writing blogs for Pluvo for 5 years. My focus is on powerful learning solutions for organisations. Universal Design for Learning and inclusive learning are my passion; I believe that education should be accessible and fun for everyone.
I've been combining my 35 years of HR experience with copywriting for over 15 years. And even then, I learn new things over and over again. That's what makes writing blogs for Pluvo so incredibly interesting!
