Both Uncle Fedor with a dog and a cat, and Ocean's Eleven knew what a well-coordinated team was. What's the secret? Anna Komissarova found out the rules for organizing an effective work collective.
Parallel lines intersect
It is often very difficult for people working together to find a common language with each other. It is no wonder that in this case the boss is constantly dissatisfied with the results, and employees perceive the work on which they spend most of their time as hard labor. Therefore, team building is a delicate and creative business.
To begin with, the team as a whole is a team united by a common goal. “A team of ten people is stronger than the same ten people separately, because they produce synergy - additional energy that comes from joining forces @,” explains Radislav Gandapas, president of the Academy of Public Speaking, a trainer and consultant who was twice awarded the title “Best Business coach of the year. " The secret of a well-coordinated team, in his opinion, is that its members know each other, are responsible for each and take care of each.
The problem is that a team is rarely formed by itself. As a rule, it is formed by the employer. It is important to remember that a team can help him achieve his goal as much as possible only if he helps each member of the team realize himself. This is the crossroads of parallel lines that can provide the company with power and strength. If the leader does not form a team, then it is created spontaneously, which often leads to unpredictable consequences.
Does a person choose a role, or does a person choose a role?
How to distribute responsibilities between employees? How to understand at what stage of the work process a person will be able to maximize their abilities? One of the answers will be the famous Shakespearean “our whole life is a game”, since the place of work is no exception. Each employee has his own favorite, most characteristic role for him, which he performs best. As a rule, it depends on a person’s abilities, his mentality, character traits, attitude to others and his personal aspirations and values. And for the team to be effective, it is necessary to accurately compose a "role composition". Here you can be confused: how so ?! Does a profession that a person possesses does not imply the presence of certain qualities necessary for him to function successfully?
Thus, confusion arises. When a person masters a profession, he thereby chooses a role. And when hiring, it turns out that now the person chooses the role!
The paradox is resolved quite simply: a profession, of course, a role, but in a more global sense. In a team, a person with a manager's profession can be in spirit and a creator, and a critic, or someone else. Psychologists offer a huge number of views on role breakdown options.
For example, Boris Higir, a doctor of psychological sciences and a writer, believes that five types of people should be present in a team.
First, the creator - creative nature, thinking outside the box. Proud and vulnerable, but loving the work and himself in this work. A lover of freedom, he does not tolerate pressure and will not adapt to someone’s whims, and will most likely submit an application for resignation, even if he values work. He considers it below his dignity to swear with colleagues and prove his innocence. Such people are indispensable in their place, but they are better off not holding leadership positions.
Second, the coordinator - the custodian of group norms, a kind of administrator, able to look from the outside at the structure of the enterprise and clearly distinguish the functions of each of the employees. If the strategist perceives the problem as a whole, the coordinator details it and breaks it into stages. The coordinators are very specific, strict people, they have a hard time at work. They clearly need to understand how much knowledge each employee has in order to entrust him with work. These are irreplaceable people of the team.
Third, strategist - leader and intellectual leader. A cold and calculating pragmatist and theorist who is able to calculate all possible options and choose the best one for himself and for the team. The strategist develops the team’s policy, its interaction with the external environment, and also clearly distributes the functions within the team. He is diplomatic, but does not enter into close friendly relations with team members, while maintaining neutrality and an objective look at each employee. Due to the low emotionality, the strategist will not understand the emotions of the creative person. Directly, they better not communicate, for this purpose there is a communicator.
The fourth element in the team is critic, soberly evaluating the activities of all previous types. However, he does not particularly think about how painfully his criticism is perceived, and, not embarrassed by the means, he conveys the truth to the consciousness of the masses. He himself is not a supporter of non-standard solutions, his thinking is quite traditional. He cannot understand the artist’s creative search, he is not capable of flexibility, therefore he often goes into direct conflict, defending his position. The team keeps aloof, emotionally detached from the team. However, his role in the team determines the state of affairs. If successful, his skepticism does not allow the team to dampen, and in case of failure, a healthy look from the outside allows you to identify a weak spot.
And finally, the fifth - communicator - a person who establishes contacts to whom they turn for advice and participation. This is an emotional informal leader, balanced, sincere and sensitive. Can negotiate with any person or group of people. He will select the right words to explain what task the strategist posed, what social standards the coordinator requires, and what shortcomings the critic saw in his work. It combines the ability of a psychologist, teacher and clerk. His personal ambitions fit seamlessly into the collective rhythm. Therefore, he feels comfortable in a team without losing his personality.
If Boris Higir divides people into types depending on the type of perception of reality, then for Evgenia Gromova, president of the WorkLine group of companies, the denominator is the values of a person that determine his main motivation in life. Each of the six types identified by it has its own incentive to work.
Spiritualized Materialists, or Intellectuals strive for harmony through self-improvement. They are characterized by freedom of thought, but not freedom of expression. Usually they make good analytics. They are annoyed by a deliberate reminder of their duties, as their actions are often subject to an innate sense of duty. People of this type are often not inclined to change jobs.
Innovators - These are independent individuals seeking freedom of decision-making in their area of responsibility. Restrictions in this area lead to the decision to leave the company.
Hedonists - These are, as a rule, the owners of large companies, capable of achieving what they want. The value field of the living space of the hedonists is built around the concept of "love." They literally cannot live unless they feel love for the world around them. For them, work with a high level of responsibility should be comfortable - both emotionally and physically. In a crisis period, emotional comfort is associated primarily with trust in the team and transparency of perspective. This is achieved through close interaction at special meetings, including outside the office, and the maximum possible informing of the team, which increases confidence and allows more efficient decision-making in situations of uncertainty.
For commoners, the most common type in society, the most important thing is material reward. They value stability and comfort. They can be stimulated by the bonus of specific results and deferred bonuses as a retention program.
Careerists more than others are aimed at achieving a certain social status through career growth. For representatives of this psychotype, power and recognition are a measure of success. The success of the company depends on their competence and effectiveness, therefore, performance evaluation should be regular and closely related to remuneration. Especially during a period of intense change.
Simulators communication and support, both friends and family, are extremely appreciated. They completely depend on the opinion of the representatives of the reference group and on their help. In its most striking manifestation, these are party-goers who, deep down, dream of glory. The status expressed in individual socially oriented programs reflecting the lifestyle and corresponding to the level of needs is necessary to maintain a high level of motivation. This may be what is needed at the moment most of all, something that for some reason a person cannot afford.
How not to get lost in three pines
It would seem that all of the above theories are true. Which one should be guided and should they be guided at all?
Radislav Gandapas believes that role theories are similar to various types of horoscopes. After all, no one will argue that both the Chinese and the horoscope of the Druids are true. Just the use of one or another is determined by the culture of their adherents. In other words, who is used to using what. According to Radislav, it’s almost impossible to plan a role arrangement when applying for a job. In reality, roles are separated naturally and also transferred naturally when, for example, one person leaves the team. Thus, the same person can assume the role of critic, and then change it to the position of coordinator. “Man is not static. We hire one person, after a month we already see him completely different. His goals have changed, he has new opportunities, which has led to the disclosure of drowsing talents, ”says Radislav Gandapas. - The only one who can’t change the role under any condition is the leader. And it is important for the leader to clearly understand his place in the team. It is most important".
Role theories are good in that they can tell the leader how to incentively incentivize team members. In addition, they allow people to take a closer look at each other, see the unconditional value of each in achieving common goals and rally the team more strongly. After all, the most important thing is to see the role of a person.
And the wolves are full, and the sheep are safe
The conversation with Radislav Gandapas allowed us to create some kind of ideal model for organizing a work team, in which staff turnover is minimized, goals are achieved as much as possible, and employees get real pleasure from work. It turned out that this model is quite viable. All that is needed is the desire of the leader to change his view of human nature, in agreement with the following axioms.
Axiom One. The desire to work in a person exists initially.
In fact, it is human nature to get pleasure from work. But there are unique companies that manage to kill this buzz. They make a person suffer during the day, and at the end of the month they pay him compensation for this suffering. And all this is because in the minds of employers and workers themselves the belief reigns that a person is initially lazy. If you go to the online forum on Monday morning, you can read about the terrible suffering associated with coming to work, and the expectation of another five days of torment. This approach to work is suicide in life. It is necessary to show a person the possibilities of self-realization and create comfortable working conditions.
Axiom two. A person who is not exhausted at work is only engaged in work, and not discussing personal life problems.
Very often in groups, especially in Russia, people begin to share with each other parts of life that are not related to production processes. Employees carry in their work team problems of personal life that are secondary to work. So, gradually the office of the company becomes not only a place of work, but also a psychotherapeutic office. This is because people are forced to devote most of their waking time to making money. For example, in Switzerland it is legally forbidden to work more than 5 hours. If a person wants to process up to 6 and up to 7 hours, he must pay the state money. The logic of such a law is that such an employee will retire more sick than a person who takes good care of his health. And the state will have to spend more on the first than on the second. So why should he not pay the state in advance ?!
Axiom third. The longest person works in the company that is engaged in his professional development..
Very often people leave for another company under the pretext that they pay better, work is closer to home, or there is a better team. In fact, it turns out that the new place of work is fundamentally no different from the previous one. Why do people leave? People leave when they see no prospects. And it’s not a promotion. The employee wants to develop personally and professionally. If the seller is instilled with the skill of good work and shows ways of personal development, and not just give instructions for the sale, then he is more likely to linger in one place.
Axiom Four. Responsibility in employees brings up the example of a leader.
A sense of responsibility is brought up over time. And his main educator is the first person. If the father forbids his son to smoke, but smokes himself, then the result of such training is the opposite of what was expected. Also, a leader who puts forward some values in the company, but at the same time violates them at every step, kills the root of a sense of responsibility in employees.
President of the Pret-a-Porter Paris exhibition Jean-Pierre Moschot:
- If we are talking about a commercial team working during the exhibition, then, figuratively speaking, these are girls who should be on the sidewalk all day, that is, they should be close to customers all the time. We have our own commercial team in every city. The technical team and the communications department are the same for all cities.
We need reactive people who quickly navigate the situation and also act quickly. Which are not afraid to work. Organized. To maintain this spirit of aggressiveness, sports anger, we often update the sales team. In the same way, in the technical team, we want people to always work better. We want people to look for new opportunities. The meaning is the same as in a small company - to give all the best to 100% and always move on.
Head of TMHF GROUP Jacob Treskov:
- Translated from Spanish, "commando" means "control." This is the closest meaning to me. To create an effective and well-coordinated team, four factors are needed: a common goal that all team members will strive for; clarity of instructions so that each person understands his position and tasks in the organization; high motivation of employees and most importantly - faith in success. A professional who is not afraid of difficulties, who is ready to take risks and make decisions, who believes in himself and in a common goal, is a worthy member of our team.
The presence of a leader in a team is implied by itself. If only because the art of being a leader cannot be taught. These are special people who possess such qualities, thanks to which others are ready to believe them and follow them towards their goals. The leader in the team is a “vector” for all employees, a successful, courageous, open to communication, fair person in decision making.
The motivation system in our company is built in a classic way: there is material incentive, there is non-material incentive. The first type is interest on sales, deductions from new customer orders and other financial incentives. Non-financial incentives include trips to seminars in Europe, discounts on products, and medical insurance. TMHF GROUP has a small team, so we can provide an individual approach to the employee. We value all team members and take care of everyone. This is what increases employee loyalty to the company. The main qualities that are valued in our company: high personal motivation, the desire to avoid failures, a creative approach to the common cause. And as my friend psychologist says, the strength of the nervous system is now rising in price. In addition, I highly appreciate a decent education, no matter whether professional or not. It is important that the desire to learn is maintained.
Head of Milana Sales Pavel Savin:
- A team is, first of all, a team of like-minded people, people close in spirit and understanding, united by a common goal. The team eliminates the situation of "pulling the blanket." Its members are able to make balanced and mutually beneficial decisions. Of course, the main principle of the formation of such a team is the psychological compatibility of employees, their approximately equal level of professionalism. Therefore, when hiring, the first thing we pay attention to is professional experience. We are interested in outgoing, responsible, efficient employees who do not forget to call the client, are ready for business trips and are able to make decisions on their own. These requirements have remained unchanged today. Although, of course, finding such employees is difficult. As a rule, applicants lack purely practical skills, for example, they do not know how to work with the 1С program.
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