CREATING SUCCESSFUL TEAMS 2

Abstract

Creating high performing teams is the goal of most managers. However, few managers
succeed at creating such teams. This paper examines the difficulties that managers encounter
when trying to create such teams. The paper found that most of these difficulties are a result of
poor management practices and various characteristics of team members that do not support
creation of effective teams such as low motivation and inadequate skills and experience of the
team members. The paper then provided various recommendations and plans that managers can
employ to create successful self-directed and high-performing teams.

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Introduction

Having self-directed and high-performing teams significantly increases chances of an
organization achieving its goals and being successful. Unfortunately, while some managers
succeed at creating such teams, many others fail. These paper examines some of the reasons that
prevent managers from establishing self-directed and high-performing teams. It also looks at
characteristics of self-directed and high-performing teams, and provides recommendations for
creating such teams.
Difficulties of creating self-directed and high-performing teams
When trying to establish self-directed and high-performing teams, managers may
encounter a number of difficulties. These difficulties are related to the characteristics of the team
members and the management. Regarding team members, one factor that can make it hard for
managers to create self-directed and high-performing teams is low motivation (Keller & Meaney,
2017). When team members are not motivated, they are unlikely to work hard, increase their
productivity, and achieve great results. In addition to low motivation, team members may also
lack basic competency required to perform their tasks within teams (Keller & Meaney, 2017).
Regardless of what a manager does, as long as individual team members lack the required
knowledge, skills, and experience, they cannot form high-performing teams. Closely related to
competencies of team members is their personalities. When teams have personality conflicts
among their members, they are unlikely to cooperate and coordinate their efforts (Keller &
Meaney, 2017). These result is going to be poor performance.
Characteristics of the management can also make it hard to achieve self-directed and
high-performing teams. Poor management style can make it almost impossible to establish such

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teams. Managers who communicate poorly, do not know how to motivate those under them, are
quick to find faults in others, and have poor relationship with their colleagues are unlikely to
create self-directed and high-performing teams (Renkema, Bondarouk, & Bos-Nehles, 2018). An
important management function is creation of clear goals, expectations, and roles for teams and
team members (Renkema et al., 2018). When expectations and roles of teams are unclear teams
cannot self-direct because they do not know what exactly needs to be done. This problem is
usually a manifestation of poor planning and communication on the part of the manager.
Successful characteristics of establishing self-directed and high-performing teams
High-performing and self-directed teams share many characteristics that lead to their
success. One of these characteristics is having shared vision and goals (Jenkins, 2017). Shared
and vision and goals serve to direct efforts of various team members. It also helps in motivating
individuals and teams alike. When everyone is pursuing the same vision and goal, it is very easy
for the teams to be self-directed and to achieve high levels of performance. However, when
people are pulling in different directions because of conflicting goals and visions, the teams are
likely to end up in failure.
In addition to shared vision and goals, successful self-directed and high-performing teams
have clear performance and roles expectations (Jenkins, 2017). Each member of a team knows
exactly what is needed of them to achieve collective objectives. They are, therefore, unlikely to
waste efforts on activities that are not related to their core roles and which do not lead to the
achievement of the goals of the team. The manager also saves a lot of time as they do not need to
keep on telling teams what they ought to do regularly.

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To make sure that every team member is performing as expected, the management has
effective means of monitoring and measuring performance (Renkema et al., 2018). Through such
performance monitoring and measuring, management ensures that the teams achieve their
objectives and also the collective objectives of the organization at the right time. The measuring
and monitoring of performance also allows the management to provide frequent and accurate
feedback. This feedback helps teams to make timely interventions when they are not doing
things properly. The feedback, if positive, also serves as a powerful motivation. Regular
monitoring of progress also provides information that managers can use when establishing a
recognition and reward system to motivate members.
Other success characteristics of self-directed and high-performing teams are related to the
individual qualities and relationship of team members. The teams ensure that all members have
the required skills and experience to perform their roles and are adequately resourced. More
importantly, that there are effective communication channels for them to air their grievances.
When communication channels are clogged, it is exceedingly difficult to establish effective
teams (Jenkins, 2017). In addition to keeping communication channels open, successful teams
ensure that team members work harmoniously by creating a conflict resolution plan. Such a plan
ensures that conflicts are resolved appropriately and at the right time.
Recommendations for success
There are various measures that managers can take to establish self-directed and high-
performing teams. These measures apply during team formation and the way the teams conduct
their activities to achieve their goals. The recommendations are based on Tuckman model. This
model explains how teams develop into a cohesive and effective group after undergoing five

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stages. These are forming, storming, norming, performing, and, lastly, adjourning (Zhen, 2017).
These stages, when followed, are likely to lead to high-performing teams.
During forming stage, managers should select individuals whose competencies are suited
for the roles that they are going to perform in the team (Zhen, 2017). Without members having
appropriate skills and experience, it is very hard for them to make a successful team. Apart from
skills, knowledge, and experience, members should also have personalities that will make it easy
for them to work together.
During the second stage, storming, the manager should set up a conflict resolution plan so
that conflicts among team members are not allowed to keep the teams from achieving their goals
(Zhen, 2017). Poor conflict resolution is one of the major reasons for poor team performance.
Thus, without effective conflict resolution mechanisms, teams cannot be successful.
At the norming stage, expectations of the team should be clearly communicated (Zhen,
2017). Everyone must be made to know their roles and what is expected of them. Without such
clear communication, there is likely to duplication of efforts and conflicts.
At the fourth stage, performing, the management should let team members know their
goals and desired outcomes (Zhen, 2017). It is at this stage that the management also establishes
a reward and recognition system to motivate employees so that they increase their productivity.
Additionally, the management may come up with various team-building activities that are meant
to build the cohesiveness of the team and strengthen the commitment of individual team
members. The last stage, adjournment, occurs once the project has been successfully completed.
Design plan to help guide struggling managers and improve negotiation and conflict resolution
skills

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The plan has two components. The first one deals with structure of the team and approach
to conflict resolution. In the structure of the team and how the team will work, the plan specifies
the powers and authority of team leaders as well as responsibilities and roles of members of the
teams. It also identifies how the team members are going to collaborate among themselves and
with other teams. As for conflict resolution approach, the plan specifies the various ways in
which conflicts within the team will be addressed.
The second part of the plan is creation of project plan. Self-directed and high-performing
teams achieve success when they know exactly what they are doing and are given adequate
resources to enable them to perform their tasks effectively. The project plan contains, among
others, budget, scope of the project, timelines, milestones, measurements, and goals to achieved
by the project.
Conclusion
Having self-directed and high-performing teams is the goal of most organizations. This is
because such teams make it easy for the organization to achieve its objectives. Overcoming the
difficulties associated with establishment of such teams allows managers to create them. As
explained in this papers, the difficulties can be overcome through effective management
practices, careful choice of team members, and having well-designed project plans.

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References

Keller, S., & Meaney, M. (2017). High-performing teams: A timeless leadership topic. McKinsey
Quarterly, 1(3), 81-87.
Jenkins, A. (2017). The Authority Guide to Developing High-performance Teams: How to
develop brilliant teams and reap the rich rewards of effective collaboration in the
workplace (Vol. 12). SRA Books.
Renkema, M., Bondarouk, T., & Bos-Nehles, A. (2018). Transformation to self-managing teams:
lessons learned. Strategic HR Review.
Zhen, J. (2017, September). Application of Tuckman’s Model in the Community Folk Team
Management in Community Education. In 3rd Annual International Conference on
Social Science and Contemporary Humanity Development (SSCHD 2017). Atlantis Press.