Times are tough and colleagues are few. That’s the name of this recession game as companies cut budgets, staff and office parties.
Not only are bonuses being trimmed or done away with altogether but so are many office positions as an increasing number of companies adopt a Less Just Has To Be More approach.
And this is where you have to be not only smart but also very adaptable to survive.
“There is a greater need than ever for good team work,’ says Roy Zazeraj of management consultants Artique Africa. “And with that comes a greater need for innovation and inspiration.”
Now is certainly not the time for a go-it-alone or look-at-me approach within an office environment. It’s all about flexibility and co-operation rather than competition being the driving force. “One has to focus on having a team goal rather than emphasising ‘what’s in it for met’” adds Zazeraj.
The office environment may be lean but there is no good to be got from being mean: you simply cannot afford right now to be seen as a disruptive force. This is when those latent multi-tasking skills have to roar to the fore as, says Zazeraj, small teams need people that can build on skills. And collaborate, collaborate, collaborate — these are the days of all for one goal and one for all.
So just how do you become a team player?
Human resources advisor, Diana Rankin of HRadvice.co.za in Somerset West in the Western Cape, says a starting point is to understand mutual goals by fleshing them out with other members of the team.
“Being a good listener is also vital. And be a high-end contributor by not being sensitive when your ideas are not always used.”
Other points to keep top of mind are:
- support and encourage
- be prepared to learn
- offer your skills to team members who would like to acquire them
- be sincere, forthright and humble
- keep your word.
All well and good. You have honed and toned yourself into an ideal team member. Now the trick is make the sure the team is an effective one.
Zazeraj says action goals must be clear to all and must be backed with good planning on how to achieve them.
Things fall apart without frequent communication: talk and listen. “Achievements, problems and failures should be shared,” says Zazeraj. Ongoing debates and constructive disagreement about “best ways” also provides for a positive team approach.
And remember that constrictive is not constructive — an atmosphere that is informal and relaxed but still with an achievement “edge” is more pleasant and therefore productive.
A sure sign of a successful team is that those on it want to be there and those on the outside fight to join it. “Think of a soccer team with 11 different skills all playing together with a common objective,” says Zazeraj. “Everyone is different but you are getting full value out of each as a team.”
So, you are on the team. But what are the pitfalls to avoid? Gossip is a sure-fire way of turning the tables on yourself. “Avoid gossiping about team members who are not performing or have a different approach to yours,” warns Rankin. “Rather approach them directly.”
Other things on the “do not do” list include:
- make changes to the team’s vision, targets, goals without getting buy-in from the rest of the team (but also don’t allow the “democratic process” to lead to complacency and decisions not being made)
- make unilateral decisions without explaining the reasoning
- seek individual credibility
- if you are team leader avoid managing by fear as this limits creativity and open dialogue
- tolerate bad attitudes that become sapping and counter-productive, deal with them straight away
- criticise without a clear explanation, or facts.
The message is clear: be wise and make sure any naked ambition goes undercover — at least until the economy makes a significant turnabout.
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