Re-examining Teamwork in Turbulent Times by Carol Gee

Fostering teamwork continues to be a critical component of today’s organizational culture. Teamwork, according to Webster’s Dictionary is defined as a joint action by a group of people, in which each person subordinates his or her individual interests and opinions to the unity and efficiency of a task. In other words ‘there is no “I” in team,’ as I recently heard someone exclaim. Frankly, this saying is so profound that I wish I had thought of it myself.

This not does not mean that an individual’s solo efforts or accomplishments are not important: what it does mean, is that the collaboration inherent in teamwork far exceeds an individual’s single effort during the accomplishment of tasks, product innovation or development and/or problem resolution.

Why is teamwork so important? The short answer is, often the solution to a problem is so complex that it requires multiple skills, input and approaches to resolve. This same synergy is required when developing an innovative product. Frequently, an even better product is realized when a team approach is utilized.

To better understand what comprises an effective team we will examine a few of the characteristics necessary for a team to be effective. While a number of basic characteristics exist, the five below are essential for success:

A team must have a clear goal. Having a clear goal will allow members to know when team objectives/goals have been met.

A team must agree to a unified commitment. This means all members’ efforts should be directed toward the agreed upon goal.

A team must share a collaborative agenda. When a feeling of trust exists among team members, teams perform well. When an atmosphere of dishonesty, disrespect or one individual’s personal agenda permeates throughout a team, the end result is often failure to perform well or be productive.

Open communication within meetings and outside is critical. And all team members should feel free to express opinions about tasks.

Lastly, a team’s objectives should be understood by all members both individually as well as collectively.

Sharing a passion for what they do is also important to a team’s success. No where is this more important than for those working for non-profits organizations. Historically, non-profits have been propriety in their missions and operations. Alas, today nonprofits face an economic tsunami, where the nation’s current economic woes have exacerbated the demand for funding, as well as for services. All across the country nonprofits that provide food, shelter and other critical social services are getting more and more requests. Unfortunately, as the current economy reduces income, it increases demand.

Never losing sight of the reason for your work, or the reason that you do what you do is important to individuals in all organizations. It is particularly critical to non-profit organizations where donors’ capacity to give has diminished, but where the demand for services have far exceeded available resources. Team members, whom feel a kinship with their organization’s mission and goals regardless of where they work, are better able to withstand any barriers to success.

So how do team members recognize and address barriers to teamwork? The first step is recognizing these barriers. For example, ridiculing others’ ideas that are different from the norm can be a barrier to team effort. The feeling that one must protect his or her turf is another.

By addressing these barriers to teamwork, managers and members can successfully unite collaborators. By inviting all members to voice different views often results in individuals making conscious efforts to contribute to the team’s success. Members who feel respected for their ideas and capabilities become valuable team players.

A mechanism that recognizes and rewards team collaboration has also proven effective. This may mean structuring employee compensation to include a bonus or some other reward system based on team accomplishment as well as individual contribution and achievement.

Building an effective team and creating an organizational culture of teamwork may be the most important job that management does. Whether you work for a for-profit or non-profit organization, it’s important to keep in mind the old adage that “teamwork simply stated, is less me and more we.” Again, I wish I‘d thought of that.

Carol Gee

Carol Gee, M.A. has worked in education for 26 years in positions ranging from teaching to administration. Currently she is an editor and business writer at Goizueta Business School at Emory University. She is also the author of books, The Venus Chronicles and Diary of a ‘Flygirl’ Wannabe (Life Lessons of a Cool Girl in Training,) and a contributor to the baby boomer book, Age Smart-Discovering the Fountain of Youth at Midlife and Beyond. Carol is a recipient of the Center for Women’s 2009 Unsung Heroine Award for recognition of her dedication to issues that affect women at Emory or in the larger community.
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