Team Behaviour Key To Practice Success
‘Teamwork makes the dream work’ so the saying goes. And there’s a lot of truth in this when it comes to running a successful business. A motivated team that understands the vision and goals of a business will work together to achieve those goals and enjoy increased job satisfaction in the process.
To take a famous example, the Williams Formula One pit crew completed a pit stop for Felipe Massa in 1.92 seconds during the 2016 European Grand Prix, the fastest Formula One pit stop ever. So, how does a team achieve such outstanding performance? By having a shared vision and trust in each other’s ability, and by everyone being highly skilled at their job and knowing the essential role each plays in achieving the ultimate goal. Not all work places have such high stakes, but the central principles remain the same.
Are you all on the same page?
According to renowned teamwork and organisational health consultant, Patrick Lencioni, there are five ‘Dysfunctions’ that might prevent a team working together, including absence of trust, lack of commitment and avoidance of accountability. You might be able to recognise these dysfunctions in your team, but how do you tackle them? Where do you start?
Focus on the ‘why’
Leadership expert, Simon Sinek, says that people don’t buy what you do, they buy why you do it. The first step to team cohesion is to get your team to buy into your ‘why’. Why have you set those particular business goals and what role should each member of the team – from practice principal to receptionist to hygienist – have in achieving them?
Then move to the ‘how’
The ‘how’ involves a number of steps, each of which provide to a good working environment, leading your team in a way that builds trust and respect and making sure each member feels valued. It also means looking at each individual in your practice and working with them to identify areas in which they need to improve or receive training. A key part of this is encouraging team members to identify and take ownership of their own performance targets, so that they are invested in their own development, and then to monitor them regularly.