The Characteristics of a Successful Team

Successful teams have many key qualities in common. Teams achieve these attributes as they develop from a group of individuals into a real team. Some key examples of these characteristics include the following:

•  Common purpose and clear objectives: All teams must have a common purpose and clear objectives to succeed-members of a team need a reason for being and working together. Team goals may change over time, but each member should understand what they are at any given point. The less clear the team goals, the more likely it is that team members will misinterpret them, and team performance will suffer. Many teams develop ex receive a mission statement.

•  Size: Optimum team size is between 6 and 8 members, with a maximum of 12 Teams should contain only the number of people needed.

•  Complementary skills: A team needs the right mix of skills, both technical and interpersonal. Not everyone will or should be able to complete all project tasks on his or her own.

•  Clear roles and responsibilities: Teams are much more effective when roles and responsibilities are defined clearly. Role and task definition is essential and can be part of initial project documentation.

•  Mutual accountability: The leader or manager ultimately may be responsible for the success of the project, but all team members should be held mutually accountable. This is very much associated with task or project commitment, which should begin early. Team effectiveness will be enhanced when the team makes an effort to proactively assess its performance.

•  Balance task and encouraging behaviors: Encouraging behaviors are often neglected while team members focus on tasks at hand. Both task and encouraging behaviors are equally important and should be addressed together.

• Trust and respect: Trust and respect for each other will speed decision making and assist in team building. Some structure is desirable, such as documentation, but trust and respect will help to cut red tape. It extends beyond internal team relationships to include external stakeholders. When managed well, external relations can be an asset instead of a source of problems.

•  Involvement: Participation is an issue for many teams because every team member may not always contribute actively. Some reasons for this lack of participation are acceptable, such as other workload, and some reasons are unacceptable, such as the person does not "buy in." The leader or manager must resolve involvement issues. Keep in mind that involvement includes shared leadership. Although teams that are not self-managed will have a formal team leader or project manager, the teams will be more effective when others take on some leadership responsibilities. Teams should have the power to carry out the work that they are asked to do. When the team does not have the authority to implement team decisions, then the team will fail.

•  Diversity: Teams are more effective when composed of members with various styles. Team members need to feel that they can disagree with each other without being punished. When individuals on a team feel they are not respected, they lose the desire to work as a team.

• Consensus: Consensus decisions are more desirable than compromise. Consensus means everyone, even if they disagree, will support team decisions. Commitment to a common purpose involves more than just understanding goals. Project managers should make an effort to ascertain team members and stakeholder levels of commitment to the project.

• Open communication: The team should have ample time to communicate, share information, discuss issues, and use Informal communication channels to pass on information, make suggestions, and bring up new ideas. An effective team has open communication lines among its members and with stakeholders. Remember that listening is as much a part of communication as talking. When each member really listens to others, the team is happier and more productive.

•  Planning: Planning is critical for a team's success. Without appropriate planning, the team cannot adequately monitor, evaluate, and control its work.

•Conflict: Conflict is natural and when it surfaces and should be addressed in a healthy way. The team leader plays an important role in getting group members to express conflict and come to general agreement. Unresolved conflict leads to performance problems, resentment, and lack of motivation. Managing conflicts should be recognized as both inevitable and desirable. Many good ideas are born of the conflict between two mediocre ones. How teams manage conflict Is important in maintaining good relationships.