James Scouller is an executive coach and author of the trilogy, How To Build Winning Teams Again And Again
Team Building: 3 Common Problems & Solutions
Did you know that research shows 75% of business teams fail? Behnam Tabrizi reported this finding in his 2015 Harvard Business Review article, "75% of Cross-Functional Teams Are Dysfunctional". He studied 95 teams in 25 leading companies, chosen by an independent panel of academics and experts. In fact, they weren't just dysfunctional, they failed. More specifically, they failed on at least three of five criteria: (1) meeting a planned budget (2) staying on schedule (3) adhering to specifications (4) meeting customer expectations (5) maintaining alignment with the company's corporate goals.
Clearly, organisations are struggling to form teams. But why? That's too big a topic for an article as short as this, but I will outline three common problems and suggest solutions.
Problem #1: Missing Behaviours
Let's imagine you're watching a top professional football team emerging from the tunnel before kick-off. And imagine your surprise when eight of the players go to the left back position and the other three stand near the centre circle to play the main striker role. What would you be thinking?
I'll bet you would see their team set-up as ultra risky. Too many would be playing the same role, leaving huge gaps for their opponents to take advantage of. So it wouldn't surprise you when they lose every game.
Surely that would never happen in business, would it? It sure would. Indeed, it does, a lot.
In the business world, we assume we have the right blend if for example we appoint the heads of Sales, Manufacturing, Finance, R&D, IT and HR or perhaps regions or business units to the top team. But job titles - reflecting technical knowhow and experience in one part of the business - don't guarantee the right behavioural blend. Indeed, a poor blend can lead to constant clashes of opinion, sloppy or over-optimistic planning or poor follow-through. So what does guarantee a good blend?
Solution: choose people for the team that give you a winning blend
What is a winning blend? Some people think it's matter of personality, but it isn't. The key is to find the right mix of team role behaviours. That means bringing in people who can play the equivalent of the eleven positions in a football team.
But in a business team, what are those positions?
The answer comes from Meredith Belbin's 1970s research. Many have forgotten it, and others don't know about it. But it's as valid now as it was then. He uncovered eight behaviour clusters (he called them team roles) that add value and gave them names. We don't have the space here to describe those roles, but it's important to say that you don't always need eight people. Many of us can play two of those roles skilfully and occasionally three.
Using Belbin's simple questionnaire-based process, you can find out who can comfortably play which roles, whether you have an overload in one team behaviour and, indeed, if you have huge gaps. The Belbin model is an excellent tool for helping you get that winning blend.
Problem #2: Not Enough Commitment
Many of my clients have told me privately they suspect some colleagues aren't fully committed to the team. In my experience, insufficient commitment is indeed a common problem.
If you've read widely - or if you check on the internet - you'll often see this advice: "Make sure everyone speaks up as you're considering a decision because even if they disagree, most people just want to be heard and know their colleagues have understood their view. That way you can disagree and still commit."
I think this is correct. However, I don't think it's enough.
In my view, if you want commitment in your team, you must all be clear what you are committing to. In other words, you must know your top priority. After all, how can you gain commitment if no one's sure what they're committing to?
Solution: agree your number one goal
Through t...