Many organizations are searching for the most unique and impactful ways to unify and build great teams. There are many companies
that offer extreme experiences that range from driving a car blind while your team is buckled in the back shouts directions, or sumo wrestling competitions that each person strives to be the next “Rikishi.” These experiences are meant to humanize others on your teams as well as showcase strengths that maybe had not been on display in the office (Zhang et al., 2018). While these activities are definitely adventurous, can an adept leader by his or her leadership skills alone build great teams without the need for seatbelts or sumo suits?
Team building requires an innate understanding of people, gleaned from focused information gathering over time (Hakanen & Soudunsaari, 2012). One must get to know what their strengths are, as well as what motivates them to work with others (Northouse, 2016). Leaders must show their subordinates that they support them, that they are looking out for their best interests (Northouse, 2016). Lead a team efficiently and adeptly and the organization as a whole can yield greater productivity, better decision and problem solving, and greater innovation and creativity (Northouse, 2016).
To achieve excellent, communicative and productive teams, a leader needs to have a good working picture of what the team may face situationally, and be flexible to meet the team’s needs (Northouse, 2016). Teams must constantly evolve and meet the challenges of change presented by a connected, fast moving global society. William Bennis (2009) writes that adaptive capacity – the ability for a leader to “respond quickly and intelligently to relentless change” – is the absolutely essential key component of leadership (p. xxvi). Under the lens of the situational leadership model, it is written that a leader must know their staff, what their strengths, weakness and how strong their commitment is to the project or goal (Northouse, 2016). The approach is instrumental in building strong, cohesive teams that work well together. Team members can be thought of puzzle pieces that can be put together in a variety of ways. It is up to the leader to utilize and match what is going to be the best fit now to the current problem to be solved.
Leaders can best activate the talent that surrounds them by alternatively using both supportive and directive behaviors to inspire and motivate (Northouse, 2016). When to use one behavior over another depends on both the follower and the situation. In the beginning of a project, where clear instructions are needed and responsibilities are unclear, one must be more directive (Northouse, 2016). Laying this foundation, as well as setting expectations and goals are paramount. The leader must assess the development level of the followers thereafter, and shift his or her skills to best lead those at that stage (Northouse, 2016). Building the best teams means we must truly know and assess the competencies and commitment level of those around us.
Lastly, followers must also feel like they can engage with the leader, and they must trust and value his or her input. Elements of transformational leadership described as “assessing follower’s motives, satisfying their needs and treating them as full human beings” is an important component of team building (Northouse, 2016, p. 161). Being transformational in your approach can motivate followers to reach beyond even their own expectations because of the meaningful connections formed as well as the confidence that the leader exhibits in their abilities to get the task done well (Northouse, 2016). Teams are loyal to their leader and will work harder to achieve the shared goal if the leader is seen as authentic and the goal worthwhile (Hakanen & Soudunsaari, 2012).
Team building assists a group of people with vastly different ideas and skillsets to come together, combine their skills, and become more than the sum of their parts. Without a cohesive team, there can be unease, unresolved issues, low productivity and an unwillingness to communicate (Hakanen & Soudunsaari, 2012). To win at team building does one need to hang on tight while being driven by someone who can’t see? While that might sound fun for a minute until the wall comes ever closer, having an adept, trustworthy and adaptable leader who is emotionally supportive when needed and is clear, honest and confident might arguably be better for a team’s long-term success.
References
Bennis, W. (2009). On becoming a leader. New York, NY: Basic Books.
Hakanen, M., & Soudunsaari, A. (2012). Building trust in high-performing teams. Technology Innovation Management Review, 2(6), 38-41. Retrieved from http://ezaccess.libraries.psu.edu/login?url=https://search-proquest-com.ezaccess.libraries.psu.edu/docview/1614473230?accountid=13158
Northouse, P.G. (2016). Leadership: theory and practice. (7th ed.). Los Angeles, CA: Sage Publications, Inc
Zhang, X.C., Lee, H., Rodrigues, C., Rudner, J., Chan, T.M. & Papanagnou, D. (2018, March 2). Trapped as a group, escape as a team: Applying gamification to incorporate team-building skills through an ‘escape room’ experience. Cureus 10(3). doi:10.7759/cureus.2256