Building solid team is indeed not easy

Building solid team is indeed not easy

A.B. Susanto, The Jakarta Consulting Group, Jakarta

Whatever his assignment and wherever he is assigned, a leader
has the duty of developing a team. However, developing a solid
team is indeed not easy as it involves many factors, some of
which can hamper the forming of a solid team.

The most crucial factor is the human factor itself, as
illustrated by a local proverb which goes something like "most
heads are covered by similar color of hair, but what's inside can
be extremely different." The variations of mindsets, preferences,
attitudes etc. can certainly be the stumbling block to forming a
compact and solid team, especially when each individual sticks
out his or her own ego.

Having similar aims and goals and the existence of an
effective leadership are two of the preconditions of a solid
team. A conducive working condition also heightens each team
member's spirit to work together to achieve the set aims and thus
become an ideal foundation to form the required solid team.

Another prerequisite is a smooth, transparent and two-way
communication. This way each side is willing to listen and their
voices can easily be heard. So, communication, which among other
things consists of a focused exchange of ideas, opinions and
information, is put to its best use.

Naturally, other aspects of the two-way communications are
also expected to be conducted in the best way, such as: work
orders, reports, advice, reprimands, complaints and evaluations.

As forming of a team is dynamic in character, anticipations
have to be made so as to avoid lengthy conflicts that might
disrupt the final aims. Generally there are five stages -- each
with a unique characteristic -- involved in the development of a
solid team. A deep comprehension of each stage would make it
easier for the leader to forecast the steps required to improve
the team's effectivity.

First is the forming-cum-orientation stage. Here, everyone is
new, from the leader to members. Everyone tries to know each
other and familiarizes himself with the team's aims and changes
in the work environment. It is, in fact, an adaptation stage for
everybody from top to bottom.

In the second stage team members normally warm up. Here each
member makes his or her voice heard. Everyone dares to express
different opinions. From these clashes of opinions, resisting
attitudes and tense beginnings, further adaptation takes place. A
fitting pattern of communication is then discovered in this
"redefinition" stage.

After the storm subsides, the next stage -- coordination --
takes over. Here everybody has found and "agreed on" the norms of
communication: how to express one's opinions and how to behave in
an accepted mode within the organization. This leads to better
internal cooperation and a stronger foundation of a solid team.

Performing or formalization is the next stage, which mostly
consists of implementations or contributions by the individual
team member and the team as a whole. Problems and difference are,
of course, still there. But, due to the discovered matching work
and communication patterns, these differences do not pose serious
threats to the team's overall performance.

The last stage -- where relationships between members and the
leader and among members themselves are strengthened -- is
usually referred to as the perfecting stage. Obviously, here the
entire cooperation and spirit of working in togetherness is
enhanced for the progress and further development of the
organization. This fifth stage rounds up a leader's task in
forming a perfectly solid team.