How to prove to the employer that you know how to work in a team. Teamwork: essence, motivation, achievements and development How to work in a work team

A friendly and well-functioning team is the dream of any leader, since the organization of teamwork takes up a large percentage of his time. However, this often does not save the company from tension, conflicts and, as a result, a decrease in the quality of work. The main criterion for organizing successful teamwork is, of course, a high-quality solution of labor problems.

The effectiveness of any activity is evaluated according to the following formula: productivity * quality * resource costs * reliability. It is believed that teamwork is more effective than working alone. However, at the same time, it causes much more negativity and fears. This phenomenon is not associated with the shortcomings of teamwork as such, but with the inability to organize it. Therefore, in this article, we tried to collect the most interesting and important information that reveals the principles of successful teamwork.

What is a team?

Organizing effective teamwork starts with organizing a good team. But not every group of people working together can be called a team. A team is a small number of people with complementary skills, connected by a common idea, striving for common goals and sharing responsibility for their achievement.

In a team, everyone's interests are secondary. Each member of the team must have a high professional level, be able to make decisions and interact effectively with other people.

Team members depend on each other, more precisely, the work of one depends on the work of the other. Therefore, there is equality and a constant exchange of information in the team. Team members share responsibility for achieving the goal with each other. There is such a phenomenon as team accountability - these are certain promises that generate trust and guarantee the achievement of results.

To the great regret of the managers, it is impossible to take and immediately assemble a good team. To do this, a group of people working together must go through a number of important stages in its development. Here's how the team is organized:

Adaptation - there is mutual information and analysis of tasks. People carefully communicate with each other, pairs and triplets are formed. They seem to check each other and develop norms and principles of mutually acceptable behavior, which results in some wariness in the team. The effectiveness of teamwork at this stage is low.
Grouping - small subgroups are created according to likes and interests. Discrepancies between personal motivation and teamwork goals are revealed. Team members can resist the requirements of the task - this determines the level of permitted emotional expression. For example, the secretary throws papers and sees how they react to it.
Cooperation - team members are aware of their desire to work on a solution to a problem. This open and constructive communication first appears with the pronoun "we".
Rationing of activities - norms and principles of interaction in a team are developed. There is a sense of trust, interpersonal communication is at the highest level.
Functioning is the decision-making stage for the constructive solution of problems. Everyone has their own role. The team openly manifests and resolves conflicts. Now we can already talk about a true team that has common goals for all members of the team, joint activities to achieve these goals, the presence of a good and adequate organizational structure, and a good psychological climate. The organization of effective teamwork at this stage can be considered successfully completed.

Psychologists describe a number of phenomena that occur in a group and are related to the effectiveness of teamwork:

volume effect - the results of activities depend on the size of the group (the effectiveness of a very small or very large group will be the smallest).
the effect of the qualitative composition of the group - the results of teamwork depend on the homogeneity-heterogeneity of the composition (the best group will work, whose members are of different sex and age, but are almost the same in terms of social characteristics).
conformity - the behavior or beliefs of group members change as a result of real or imagined group pressure. The role of public opinion is very high for each member of the team, and everyone respects the principles developed by common efforts.
deindividualization - loss of self-awareness and fear of evaluation in situations of anonymity that do not focus on a particular person.
risk shift phenomenon - a group makes either the most or least risky decision than its members would make individually.
"grouping" of thinking - all members of the group are exclusively engaged in the search for a solution that suits everyone and reject sufficiently realistic options.
social laziness - if the responsibility is divided among the members of the group, then everyone starts to work "slipshod".

We can talk about some signs of organizing a good team. In it, the participants consider themselves part of the working group. There is a balance between effective teamwork and collaboration. Members of the group feel competent, perform tasks independently and are responsible for their implementation. There is a continuous discussion between them to improve cooperation and increase the efficiency of teamwork. Each person is free to offer his ideas and criticize others.

Team members are aware of each other's assignments and have an idea of the talents and abilities of each, which means interest and respect for each other. An atmosphere of open and constructive communication reigns in the air, everyone goes for an open dialogue. Information is constantly, quickly and purposefully transmitted to each other. There is an openness to the outside world and the organization of constructive cooperation with other teams.

Are you an inspiration or a critic?

In a good team, each of its members feels the correspondence between what he gave to the group and what he received from it. This is achieved due to the fact that each person takes his optimal place in the team. Performing his function in this place, he feels the balance between what he can and what he wants.

Research has proven that for the organization of the most effective teamwork, nine roles must be present in the group. They do not have to be played by nine people - some team members can combine the performance of certain functions, playing not one role, but two or more. These are the roles:

"Working Bee"
He is a disciplined and very reliable person. He is conscientious in interpersonal commitments due to constant internal control. He is practical, trusting and tolerant towards colleagues, conservative and internally conflict-free. Works for the team without focusing on their goals. Operates on the principle: "work is a moral duty." It is the “worker bees” who turn the decisions made and teamwork strategies into specific tasks - they sort goals and build the logic for achieving them. But the principles of organizing effective teamwork are such that teams consisting entirely of "worker bees" (even if they have a very high level of intelligence) do not achieve above-average results, because they don’t have valuable ideas and they don’t have flexibility – they get stuck when changes are needed.
"Supervisor"
This is an emotionally stable, calm and self-confident person. It is characterized by organizing the development of a strategic vision, integrating and coordinating the team's efforts to achieve goals. Able to find the appropriate role for everyone in the team. He can listen without prejudice, consider and evaluate the merits of all proposals, as a result of which the opinion of the whole group is formed. Instead of creative thinking, he has a strong character.
He is highly motivated to achieve results, has an average level of intelligence (116-132), because people with too high intelligence go into excessive reflection. He sees the strengths and weaknesses of others well, is a good communicator, knows how to listen. As his shortcomings, it can be noted that he is prone to fall under the influence of other people or can be inflexible in his assessments. He does not know how to infect with enthusiasm and effectively leads only in stable conditions.
"Motivator"
This is a very energetic, "jumping" person. He doesn't get along well with the bosses and when he gets bored, he gets "eaten up by the boss". He is restless, dominant, dynamic, has the drive and courage to overcome obstacles (they tone him up). For him, life is a challenge. If the leader is the social leader of teamwork, then the “motivator” is the leader of the target, responsible for a separate project. He quickly learns information, is devoid of shyness and timidity, and is prone to disappointment. As shortcomings, one can note his irritability, impatience, a tendency to discontent.
"Idea's generator"
This is a creative, gifted with a rich imagination, capable of solving complex problems, a creative person. He cares more about the image as a whole than its details. The organization of the development of new projects is subject to him, but the ways of implementing these projects will be developed by others. Such people are gullible and unprotected from the attacks of society.
They can make stupid mistakes because they spend a lot of time on creative energy, ideas, but do not consider the needs of the group or do not contribute at all to the goals of the team. He needs leadership support. If the “idea generator” is criticized, he may refuse to cooperate at all. This is his shortcoming - the organization of effective cooperation does not bother him too much.
"Supplier"
This is a resource explorer, an extrovert, full of enthusiasm. He is sociable, develops contacts well and uses other people in his own interests, skillfully directs a business conversation to a useful end for himself. He leaves the group and brings information, ideas, materials needed for the group.
His shortcomings: in solitary work, he is ineffective, he needs the delight of others. Can waste time on things that are not related to the goal. He is not able to work in monotonous and monotonous situations. That is why he often quarrels with the "worker bees". It keeps teamwork from stagnating and gives the group a sense of reality.
"Critic"
This is a person who monitors and analyzes what is happening. For him, the correct organization of labor is more important, the task is more important than people. He is very reasonable and reasonable, he predicts the situation well. His criticism does not offend people, because it is built on the principle of "nothing personal." This is a man of strategic thinking and insight, he considers all options and draws unmistakable conclusions. Its main function is the evaluation of ideas. He is able to justify his position and sees the strengths and weaknesses of any project.
"Analyst"
Takes into account all the factors and leads the team to make the right decision. His shortcomings are that he pays little attention to people and is not able to motivate, he lacks warmth and cordiality. Due to the increased attention to detail, he may lose the strategic goal. "Analysts" do not show themselves brightly, so they should not be gathered together. Best of all, they interact with the "leader", with the "motivator" and with the "idea generator", so the organization of their work should go in this direction.
"Mastermind"
This person is the "soul of the company", a team player. Responsive, calm, receptive, diplomatic, able to listen to another. It prevents friction, regulates conflicts, calms - in general, it ensures the good morale of the team. He is able to exert a delicate influence on those in conflict, to find common ground for those who argue, to give the team additional strength during a crisis.
It is easy for all team members to interact with him, because. the "masterminds" themselves attribute any problems to the costs of work. As disadvantages, it can be noted that the "masterminds" are indecisive, poorly capable of action and subject to the influence of other people. For them, the task is nothing, the main thing is the team. Unable to lead, work best with a motivator.
"Controller"
This is a closer, a “finisher” of projects. He is organized, conscientious, disciplined, worried about the result. Able to bring any business to completion. The "Controller" is capable of hard, efficient work for a long period.
It is bad if his activity is accompanied by perfectionism - then the completion can be delayed for a long time. The "controller" can be picky about others. He is reluctant to delegate authority. Works well with "providers", "idea generators" and "motivators" - they offer ideas, and controllers bring them to life. They are respected by the "working bees". Worst of all interact with "analysts".
"Specialist"
This is a team member with rare knowledge and skills. An expert in a narrow professional area. Needed by a team when solving a very specialized problem. Others are perceived critically, tk. seems boring. The organization of labor of this person is characterized by the fact that he can get carried away with small details to the detriment of the main goal.

All this does not mean that all nine people must be represented in the team. But depending on the task to be solved, a certain set of roles is needed, which will allow you to avoid competition between similar roles and achieve results at minimal cost.

How to make the team work effectively?

It is difficult to achieve high performance indicators even from one person. But what if you have a whole team under your control and the effective organization of its work depends on you? There are a number of errors that reduce the effectiveness of the team:

Discrepancy between the leader, the team and the type of task being solved.
Unsuccessful selection of employees in the team.
Bad socio-psychological climate.
Lack of a clear goal or criteria for achieving it
Poor team performance

These mistakes are the most common, but they can be avoided. The work motivation of almost any person consists of three components: payment, interest and social significance. And if the first two elements are on everyone's lips, then the last one is often forgotten. But this is wrong - team members must be convinced that they are carrying out an important project, the implementation of which will bring significant benefits to the company. This should be repeatedly discussed and shown at meetings of management and the team.

Still, the foundation of any team is people. On the one hand, they must have quite extensive additional knowledge and skills necessary to achieve the goal. And on the other hand, they should be easily trained, since teamwork in itself is an educational process, during which the employee's qualification increases.

A team leader plays a special role among employees. A competent leader, in addition to management, planning and control, must organize and motivate the work team for joint activities, as well as develop self-government in it. Due to the peculiarities of the human factor, this is often more difficult than the performance of his other duties: the machine works as much as it is programmed, and the person always works differently.

The most important criterion when choosing a leader is his clear understanding of the organization of the team's work. The main mechanism of influence is negative and positive feedback. In addition, he represents the team in interaction with others and removes external obstacles. A good leader is someone whose work as a team member is not obvious to other members.

As mentioned above, at the initial stages of team formation, the psychological climate within it is characterized by increased conflict potential. Top management needs to take this into account and be loyal to the team in such a crisis period. You can reduce the number of collisions with the help of trainings, brainstorming and work on interesting projects, during which the team will feel like a single whole.

In order to reduce the number of conflicts, the team needs clear rules and principles of work. Moreover, these conventions must be formulated and adopted by the team itself from within. Violation of these rules should be punished, not "go down on the brakes."

As a rule, the team feels like a team for the first time only when teamwork brings the first success. Therefore, the most optimal first goal for the team will be a difficult goal, but achievable in a relatively short period of time. This will greatly improve team spirit.

It happens that a team, overly immersed in work on a project, loses touch with reality, which can negatively affect the effectiveness of its activities. To prevent this from happening, the manager must organize the flow of external information to and from the team. This will help its participants to stay in good shape.

As already mentioned above, the organization of group interaction in teamwork plays a special role. Intense personal contact between team members requires a time and place where the team can work and communicate in peace. Meetings outside working hours will also be useful - especially in a crisis situation.

Thus, in order to maintain effective teamwork, the following is necessary: determining the requirements for the team leader and finding him based on these requirements, knowing and taking into account the principles of forming a highly effective team, understanding the stages of team development and taking into account the limitations of teamwork.

It is often impossible to take into account all the subtleties. There are weaknesses in any teamwork, and only a successful team compensates for these weaknesses with strengths. In any case, teamwork is a risk. But who does not take risks does not drink champagne and does not reach the highest peaks.

The ability to work in a team is a valuable quality that attracts employers. It is impossible to implement a large project without the coordinated actions of many employees. Therefore, the ability to build relationships with colleagues is highly valued.

As you know, one in the field is not a warrior. In many areas of activity, success can only be achieved through the coordinated work of the entire team. That is why today there is such a high demand for people with the ability to work in a team. Indeed, is it possible to prepare the Olympic Games alone, create an ultra-modern product or establish uninterrupted production?

Large projects become a reality thanks to the involvement of significant labor resources and their coordinated joint actions.

What does it mean

We ourselves often write the phrase about the ability to work in a team in our resumes and constantly meet in job advertisements. But do we know what this very skill means? As psychologists explain, this is the ability to build relationships with colleagues in such a way as to achieve the goals set by joint efforts. And what qualities are necessary in order to behave in a team in this way?

According to one Canadian company that surveyed a group of top managers, the most important qualities that an employee must possess to be productive are as follows:

Ability to meet deadlines;
personal charm;
Loyalty to the leader;
Ability to avoid intrigue.

Benefits of working in a team

The opportunity to participate in an interesting project and learn new things.
One of the most famous and effective forms of teamwork is the so-called brainstorming, when all members of the group collectively solve one of the problems, expressing various ideas and choosing the most successful ones. Participation in brainstorming develops creative thinking.
In a team, a person learns to hear someone else's opinion, to be objective and constantly develop.
For a leader, working in a team is a valuable experience that allows him to make a successful career.

Teamwork rules

1. Make decisions together

If your opinion differs from the general opinion of the majority, get a meeting where you try to prove the advantages of your position and find a compromise solution. If opinions are divided, a vote must be taken. And then impeccably follow the path chosen by the team.

2. Don't push with your authority

Even if you are the leader of this team or the most experienced and honored member of it, do not impose your point of view in an authoritarian way. You work in a team, which means that all its members have the same rights to defend their approach to solving a particular problem. Teamwork involves not a boss and subordinates, but equal players. Respect your employees, even if you don't agree with them. Be objective towards them, do not be afraid to point out mistakes, but do it in a tactful manner. Criticize methods, position, results, but never get personal. Then no one will feel offended and discussions will be constructive.

3. Think of teamwork as a school of professionalism

Working together for a common result gives you a rare opportunity to look and listen to more experienced colleagues, learn from them, adopt useful skills, become more knowledgeable, grow professionally. Watch how they work, how they think, how they defend their position - all this will be useful to you both in the future and now.

4. Write down all ideas

When brainstorming or simply discussing a problem, be sure to write down all the ideas that you and your employees express. Sometimes some offers can seem fantastic, if not insane. But who knows, perhaps after some time they will turn out to be quite sensible and progressive.

5. Control your emotions

You may not like some employees, but you do not have the right to openly show your feelings. Remember: your attitude towards this or that person should not interfere with work. You cannot rid yourself of his presence, but you can convince yourself of the need to be objective in relation to him and evaluate him solely from the standpoint of the benefit that he brings to the common cause.

6. Accept criticism

Nobody likes being criticized. But, if you work in a team, you need to learn how to take criticism calmly. You, just like the rest, are not immune from mistakes, moreover, you have the right to make a mistake, and your employees have the right to point it out to you.

7. Don't work too hard

Otherwise, at some point you will feel that you have lost all your ardor and passion for work and experience impenetrable laziness. Yes, it happens when you irrationally organize work, have little rest, and overwork. In this case, your body begins to protest against the strict regimen and become lazy. To prevent this from happening, do not bring yourself to exhaustion, even if the work brings a lot of pleasure and you do not notice how quickly the day goes by. Do not stay up late at the office, do not forget to eat well and on time, go for a walk, go in for sports. A healthy lifestyle will increase your strength and creativity. And if you see that one of your subordinates is starting to lose motivation, send him home - let him rest for a couple of days and return to duty, again full of enthusiasm.

8. Assign responsibilities

Teamwork involves the skillful distribution of responsibilities in connection with the project. This means that you need to avoid petty guardianship in relation to subordinates, endless checks and indications of shortcomings. If you entrusted an employee with a piece of work, then you know his capabilities, and now you don’t need to stand over his soul. He, like you, works for a common result and is interested in the success of the business. Do not be anxious and petty, do not consider yourself the smartest and most responsible, otherwise you will quickly run out of steam.

9. Stick to the plan

Be sure to draw up as detailed an action plan as possible, break down the work into stages, set deadlines and assign responsibility. Then you will clearly know who you can ask in case of violation of the deadlines, and not look for the guilty and sort things out. Implementation of the plan and meeting deadlines is the main thing in your work. If you understand that the plan needs to be adjusted, bring people together and discuss possible changes.

10. Stop intrigue

These destructive actions can destroy the most promising project in the end. Remember this yourself and at every possible opportunity tell your subordinates that you have common goals that are higher than personal ones in teamwork. However, in any team there is a person who seeks to achieve more through intrigue. He can spread gossip, intrigue, and if you are a leader, and spread fables about others. Strictly put him in his place, and if he does not calm down, fire him.

11. Be humble

You and the team are one, which means that success does not belong to you personally - it is the merit of the whole team. If your team has achieved a high result, it means that it is truly strong, united and competitive, but thanks to each of you. Appreciate employees and feel free to tell them about it.

12. Relax together

After tense weeks and months, it is very useful to raise the corporate spirit to go with the whole team to the country for barbecue. Or go to a concert of your favorite rock band, and then continue to chat in a pizzeria or pub. Then you will feel how your batteries are recharged. But most importantly, do not talk about work during a joint vacation.

Scientists sociologists and psychologists have long established that man is a collective and social being. If a person cannot communicate and get along with other people, it means only one thing - either he is a genius and does not need the presence of strangers, or he is simply a hopeless and unhappy person. Therefore, the ability to communicate, the ability to work in a team is even a mandatory item in the application form when applying for a job. It is this quality that determines the ability to work in a team and work together. In this article, we will consider what your company will gain if its team works as a team.

What is a team?

If people work and do not unite by common goals, tasks, if they do not solve problems together, if they do not emotionally connect to work, then this is just a working group of people. But if you conduct brainstorming sessions, group consultations, if you captivate people with a common idea to achieve material goals or unite them with common spiritual values, then people turn into a team.

If you have the concept of "corporate culture", then this is not enough to form a team, to turn your team into a team. And if you jointly developed these rules of the culture, if the team understands the need for introducing such rules, if the rules involve obtaining a certain result, then they can unite the members of the group into a real team.

Remember the parable of the twigs and the broom? That's how it is in the team. If employees simply perform their duties without understanding the overall process, then the company is much weaker, more susceptible to negative environmental influences. And if the company collectively defends its interests, employees participate in the work of the entire company, and are not limited to their official duties, if they root for the general, and not individual, result, then it is very difficult to influence the company negatively. The team has a huge number of advantages, it makes the company almost unsinkable. Therefore, the formation of a team of employees is one of the most important tasks and problems for every entrepreneur.

The efforts of the people multiply

When working in a team, there is a synergy effect. Let's explain what it is with an example. How much is two plus two? Of course, four. And with synergy, two plus two equals five.

If two employees draw a plan of a wooden house, and the other two will sell it, and they are not connected with each other, then the result is the sale of one typical house. And if all four of them come up with a project together, then the situation changes radically. The sellers know what the buyer wants, they make their proposals to the planners, tell how to more fully and accurately satisfy all the wishes of the client, then the house turns out to be much more attractive to buyers. As a result, sellers sell not one, but many houses. So it turns out that the efforts of the same four people can achieve high sales.

Such synergy can be obtained from any process. The main thing is to set the right goal in the team, which will be understandable and interesting to all team members. Therefore, the unification of efforts does not imply a quantitative increase in the company's staff, but provides an increase in the qualitative parameters of work. Isn't it interesting for any leader?

The next advantage of working in a team is the creation of collective responsibility for what is happening in the team and work. If everyone came up with a model of a house together, then everyone would be interested to know about its sales, right? And this means that everyone wants more of them to be sold in order to receive, first of all, their moral dividends, and as a result, an increase in wages.

Moreover, when a person is very passionate about a common idea, he thinks little about future profits. And if the overall success is also supported by the payment of a bonus, then the collective spirit will be stronger, and the desire to participate in the work of the entire company will come more than once. But what if success doesn't come? In this case, the team's actions will intensify and again be aimed at achieving a positive result. This is what collective responsibility is about. General failure - everyone and fix it.

Such a strategy allows the manager only to control the process and direct it in the right direction. The most labor-intensive part disappears - stimulation of production processes, designation of additional workload, control over discipline.

How is the division of work in a team?

One of the signs of a team is an equitable and reasonable distribution of work.

Let's take the same example with houses. If the model of the house was discussed and born in a brainstorming session, that is, the whole team came up with an image of the house, then in the process talents that are not used in the main work of the employee may be discovered. For example, a marketer can beautifully draw the appearance of a house in Photoshop, an accountant can suggest supplier companies that have the necessary components for new elements of the house, etc. The employees themselves take on this work.

It turns out that the redistribution of responsibilities and the receipt of additional workload spontaneously occur. I know firms where such talents began to earn even more than in the main place of work. Over time, you can even transfer an employee to a new job. And it will be your absolutely right decision as a leader.

Efficiency of "loner" workers

A few more words about efficiency. Now let's look at it from the point of view of highly specialized employees. They, as practice shows, do not really like to think and create in a big company. How to infect them with team spirit? Here you have to work hard.

The first thing to be done is to create a mini-working group that will develop a strategy in this narrow area. At general brainstorming sessions, you can ask a narrow specialist to be present and advise if it comes to work in his field. You will see that your "star" will join the general conversation much earlier, and will participate, if not actively, then from an observational position will return the general idea to the right track. Thus, the overall efficiency of work will increase.

Personal and company interests

The next advantage of the team is the dissolution of personal interests in the interests of the company. Remember how your employees run home at 18 o'clock, abandon unfinished work? And how do they go to lunch when there is a blockage at work, and they come back from lunch 15 minutes late, saying that the buses to the store do not go well?

So, the team does not go home without finishing the work, and if such a situation arises, then in the future they help each other to do all the work before 18 hours. The team makes every effort to achieve the goals, and all personal goals are integrated into the overall goal of the company. If a person likes to go to the pool, then he gradually becomes interested in this occupation of all colleagues. Others then change their interests, or they are also “introduced” into the team.

And how is the subordination of their interests to a common production goal? This obviously may not even manifest itself, but the brain is a working organ that does not turn off even at times when a person is not at work. As a result, a brilliant idea can come to the mind of an employee even at the moment when he is steaming in his favorite bath. Therefore, it is necessary to hold planning meetings based on the results of individual thought processes even after the weekend, moreover, always after the weekend.

Business Risk Reduction

Teamwork significantly reduces all the risks that commercial entrepreneurial activity involves. First, team work is done just in time. If someone wants to delay work, he understands that his delay will undermine the work of the entire team, there will be a chain reaction. And the quality of the result will be reduced. Therefore, as a rule, all deadlines for the implementation of work in the team are observed very clearly.

In addition, work efficiency is maximized, because many ideas always accumulate in the main idea. Practice shows that the leading idea can change when working in a team. And a new idea is expressed, as a rule, in the order of nonsense, but with collective refinement and imagination, when it is adapted to local realities, it turns into a truly brilliant one.

Team benefits that will be reflected in the external environment

And now we will list the advantages of your company in comparison with competitors, if you have formed and operate a team.

1. Any work that is handed over to clients or partners is always done on time. Violations occur only due to external causes, and then they are corrected in the shortest possible time. This will make you stand out in the market among similar companies. Moreover, all overcoming risks will pass completely unnoticed by the general climate of the company, without emergency work, in the working mode. This is what will make your customers permanent customers.

2. The quality of products or services will improve. This stops the receipt of complaints from customers, stabilizes the morale in the team. In addition, word of mouth will introduce your company in the market of goods and services, that customers will come to you on the recommendations of acquaintances. You can significantly reduce your advertising costs.

3. We have already indirectly found out this advantage, but it should be repeated that the inclusion of all team members in a team will increase the overall reputation of the company in your locality and beyond. By reputation, your customers are judged on the need to contact you. All shopping advice starts like this: ask those who have already applied to this company. If this is not so important when buying small goods, but when it comes to something large (cars, houses, tourist trips, etc.), then the recommendations and reputation of the company in the market are very important.

4. The team never reveals its shortcomings to clients. Remember how they say about "dirty linen from the hut"? Here this law works automatically. None of the team members disclose the "military secrets of the firm." And not at all because their mouths are sealed, and the leader constantly requires compliance with this rule. It's just that everyone understands the danger of publicizing shortcomings, the motivation for being in a team is the most clearly working - not to harm the whole business, not to harm the team.

E.Shchugoreva

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A team can consist of employees of both the same and different levels and divisions of the company. During the period of work as part of a team, all its members have equal rights and perform duties arising from the goals and objectives of the team. For teamwork, it does not matter what position a colleague holds. In a team, all employees have equal positions.

The rights and obligations of team members serve, on the one hand, as the basis for organizing work within the team, and on the other hand, as a basis for assessing the abilities of participants for this form of work.

Team Member Responsibilities

Each team member must direct your efforts, knowledge and capabilities to achieve the goals set for the team. At the same time, he should not, following selfish considerations, hide the ideas and solutions needed by the team for their subsequent use at the main place of work.

Each team member must express your thoughts freely on the problems that have arisen, without regard to the obligations that bind him to the head of the main place of work.

None of the team members should make their activity dependent on the attitude of the group to its recommendations. Moreover, each team member must be willing to accept majority decision, even if this solution is contrary to his own ideas. The exception is the case when, in the opinion of one of its members, a special situation has arisen in the team for which he does not want to be responsible. In this case, the "dissenting opinion" should be reflected in the protocol.

Each team member should be loyal to colleagues. He must not inform outsiders about the content of discussions and decisions of the team or use these decisions for personal gain.

Each team member must treat other participants as equal partners. He must objectively analyze their ideas and express his point of view on them.

Tolerance and mutual respect are essential for successful teamwork.

Each team member must inform others about everything they need to know to complete the tasks assigned to the team.

None of the team members cannot interfere with the cooperation of its participants due to their own likes and dislikes.

In order to improve the effectiveness of cooperation, each team member should try to establish good business relations with the rest of the team members.

From the listed duties follow the rights of a team member.

Team member rights

Freely express your opinion and require verification.

Require the establishment of confidential, not subject to public, trusting relationship. The thoughts that he expressed while working in a team should not become known to third parties. An employee cannot be endangered because of the ideas expressed by him in the process of working in a team.

Receive objective and complete information from the rest of the team.

Require that his thoughts be used by other team members on the side only if this does not harm the fulfillment of the tasks assigned to the team or if special permission has been obtained for this.

Require that, in the process of working in a team, principles of correct behavior.

Responsibility when working in a team

The team as a whole is responsible for everything it does and does not do.

The team agrees that all team members share responsibility, even if they initially expressed doubt. They cannot distance themselves from the team's decision by citing their own objections.

If the team fails to achieve unity, then the decision is made by majority vote. In this case, the minority may enter a “dissenting opinion” into the minutes. In the future, it obeys the majority and works on the basis of the decision. In this case, these persons, although not responsible for the decision, are responsible for the further overall results of the work obtained on the basis of this decision. Disagreement of individual members with a common decision does not relieve them of responsibility for possible consequences.

If a team makes a majority decision that individual members consider to be an unacceptable error for which they do not want to be held accountable, then they must clearly state this to the team team. In this case, the "leader" of the team is informed, who decides on the possible exclusion of the corresponding person from the team or on the recruitment of a new team.

Benefits of Teamwork

The team makes it possible to solve problems that are beyond the power of one person.

Creating a team is a guarantee that when developing a solution, the interests of all parties will be taken into account.

As a result of cooperation in a team of specialists from several departments, the unilateral influence of one of the higher authorities becomes impossible.

When the team works, the risk of making an erroneous decision and the danger that some important facts will not fall into the field of view are reduced.

One head it's good, but two better.

The team helps to fight "industrial blindness". What one employee does not notice out of habit, another sees, who, in turn, does not notice certain problems in his own area of \u200b\u200bwork.

Teamwork enhances the willingness and ability of leaders at all levels to cooperate.

An employee who has worked in a team will have less difficulty interacting with colleagues or other departments of the company.

The team has a positive influence on the development of qualities that are important for collegial cooperation. It encourages tolerance, order, recognition of other people's opinions and correct discussion, overcoming selfish views. These factors go beyond teamwork and affect the overall success of the company.

Disadvantages of Teamwork

Along with positive features, teamwork also has negative aspects.

Working in a team, unlike regular work, may require additional time. The initial period, when team members get used to each other, can be quite long. Some time is also required to find an appropriate form of joint work.

Teamwork is often slow. This is especially noticeable with a large team size and when working part-time in a team. Difficulties encountered in gathering team members at the appointed time have a negative impact on the progress of work.

Discussions that arise when working as part of a team take a lot of time, especially if individual employees do not know how to conduct them. Serious disagreements are possible.

Working in a team can lead to a delay in decision-making, since the different views of the participants are generalized only after lengthy discussions.

The anonymity of the results of the work of individual team members can adversely affect the desire to work. Any team member who has shown insufficient performance can “hide” behind an active member of team work. When working as a team, there is no incentive to feel ambitious, since the individual worker does not receive personal rewards for the results.

If an employee performs work as part of a team as an additional to the main activity, then it may be too much work for him. Therefore, in each specific case, it is necessary to take into account whether this load is feasible, which tasks and to what extent should be abandoned for the duration of work in a team.

The expression is known: "A camel is a horse drawn by a team." However, to argue that team work leads to an inefficient waste of time is just as unjust as it is to demand that all decisions be made collectively.

Key success factors for effective teamwork:

Clear setting of goals and objectives;
Correct selection of the team;
A well-thought-out system for team members;
The ability of team members to work collegially.

Teamwork has many benefits. Such qualities become especially noticeable in contrast with the appearance of leaders who, showing a high level of individual qualities, brilliantly cope with their tasks, but at the same time demonstrate a complete lack of understanding of team interactions.

You will learn:

What is a well-coordinated team
Advantages and disadvantages of team work
How is the organization and management of the team
What roles do team members play?

What is a team

In order to achieve a certain effectiveness of collective interactions, it is necessary to create a team. Not every team can become a team of like-minded people. What is meant by the term "team"? This is a team of specialists who complement each other with their skills, knowledge and qualifications, united by one desire to solve collective problems, and at the same time bearing personal responsibility for the result.

When working in a team, personal aspirations fade into the background. All team members, having a high level of personal qualifications, must have the skills to interact with partners.

All team players feel dependent on other members of the team, realizing that the results of personal work depend on the precise performance of their functions by other participants in the process. In this regard, one of the important team properties can be called equal rights for everyone and a continuous process of information exchange. You can also highlight such a feature as mutual accountability of team members. The undertaken obligations determine the trust within the team and serve as the foundation for the successful solution of the tasks set.

Basic principles of teamwork

1. Collective decision making. In situations where one participant in the team process expresses a point of view that differs from the collective one, it is necessary to find compromise solutions during the negotiation process. If it is not possible to reach mutual agreement, then decisions are made in the course of voting. In other words, the team in its activities is guided by the opinion of the majority. At the same time, none of the team members can step aside from collective decisions if it turns out that they are so effective.

2. For the formation of team decisions, the positions held are not important, therefore, the desire to push through one's own view on problematic issues using the level of one's position in the structure of the organization is not welcome here. All participants have the same rights, and therefore their views and responsibilities are of equal importance. For teamwork, such moments as mutual respect and tolerance are important, but at the same time, none of the participants in the process should be afraid to make mistakes.

3. Working together to solve team problems should be understood as a unique opportunity to improve personal skills, as well as to increase the level of skills and gain invaluable experience. Such activity gives each member of the team an opportunity for self-realization and manifestation of their best qualities.

4. In conflict situations, one should refer to the rules of normal communication between people, regardless of the situation. Excessive emotionality harms teamwork. You can not be guided by personal dislikes or preferences regarding team members.

5. Team members must develop the ability to constructively perceive criticism, as well as the ability to recognize and analyze mistakes made. But, on the other hand, team members should be advised to professionally and thoughtfully present the information received when they discover other people's mistakes. This option will contribute more to productive work than simple criticism.

6. For many people, the issue of curbing their own ambitions is especially difficult. Excessive ambition and "star disease" must be pacified in a timely manner in order to achieve high team results. It is necessary to convey to each member of the team the idea that in case of team success, satisfaction will be much greater.

Rights and obligations of team members

Responsibilities:

All members of the team must direct their efforts and skills in order to realize the goals that the team faces. Against your selfish motives, you must share all new ideas and solutions that can benefit participants in their permanent place of work.
All participants are free to express their thoughts and opinions on current issues to the management of the place of main activity, regardless of these obligations.
None of the team members should question the value of the activity in the team, even despite the general position in relation to his proposal. Also, each member of the group must be like-minded of his team and be guided by the opinion of the majority, even if it contradicts his convictions. An exceptional case can be considered a situation in which one of the members does not want to be responsible for the consequences of the decision taken. In this situation, such a position is displayed in writing in the protocol.
All team members must be lenient towards their colleagues. Strict confidentiality regarding information about discussions and decisions made, as well as the restriction on its use for personal purposes, is welcomed.
In the team, everyone is considered equal participants and therefore must be objective in judgments and statements about the ideas of their partners.
Condescension and respect for each other are considered the key to successful and fruitful work in a group.
No one should hide information that may be useful to group members for the further implementation of the tasks set.
Mutual cooperation should not be influenced by personal sympathies or dislikes for individual members of the group.
For a favorable atmosphere in the team and fruitful cooperation, all team members must establish civilized business relations among themselves.

Rights:

Be free in your statements and judgments, demand confirmation of facts and detailed consideration of the issue.
Require confidentiality and obligations not to publicize thoughts and statements that were voiced during group work.
Receive reliable and objective information from all team members.
Demand protection from the disclosure of their thoughts and statements, which can harm the individual and professional activities, as well as negatively affect the work of the team.
Demand during cooperation compliance with the established rules of conduct and correct attitude.

Game scenarios that will help you "pump" your teamwork skills

In an hour of playing, you will learn more about a person than if you spent a year talking with him. This truth was noticed by the ancient Greek philosopher Plato, and now it is just as relevant.

During the game, you will find out what salespeople are strong in, and what skills they should “pump over”. The editors of the magazine "Commercial Director" told what business games should be played in the company.

What are the advantages and disadvantages of working in a team?

Working together, you can solve issues that are beyond the control of one team member.

Team activity is a guarantee of decisions in which the interests of each of the participants are maximally respected.

The interaction of professionals from different departments makes it impossible for a unilateral influence of a higher management authority on the team's activities.

Group work will minimize the risks of making a wrong decision and missing important facts. This can be expressed by a popular proverb: "One head is good, but two are better."

What one partner may not notice is sure to be noticed by the other, so teamwork is, first of all, the prevention of “industrial blindness” and the ability to solve unnoticed problems in your area.

Teamwork is able to involve management at various levels in interaction.

A specialist with experience in teamwork will have a minimum of problems with his colleagues and other departments of the enterprise.

Teamwork contributes to the formation of business qualities that are important for interaction in a team. It helps to get rid of selfish views, teaches you to listen to the opinions of others and correctly conduct a discussion. Acquired qualities have a great influence on the overall success of the company.

A colleague who manages to behave like a team player receives a significant promotion, significant not only for him, but for the entire organization.

The company has the opportunity to implement non-standard ideas, the occurrence of which in a normal situation is unlikely. In a familiar workplace, an employee is deprived of the opportunity to go beyond his thinking and narrow specification.

Team activity is an opportunity both for one employee and for the whole team to realize their creative abilities to the maximum.

For large organizations, collective work makes it possible to single out specialists capable of a non-standard and rational approach to tasks with the help of ideas that are not related to their direct functions.

For small and medium-sized enterprises, the work of specialists in a group is an opportunity to fully use their knowledge, experience and capabilities. Also, the overall potential of the group allows you to replace specialists and save on vacancies that the company cannot afford to maintain.

– Working in a team takes time to adjust and build relationships between the participants, which takes time. In the process of joint work, a certain form of cooperation is also developed.

- Sometimes in teamwork one can observe sluggishness, which is primarily due to the number of employees and the combination of functions of some participants. The lack of punctuality and organization negatively affects the team's activities.

– Discussions that arise at work and develop into a dispute, due to the inability of individual employees to discuss certain issues, take time and lead to team disagreements.

- Different views and opinions of team members on the same problem lead to lengthy disputes and delay in resolving the issue.

– The general encouragement of an employee for the work done based on the overall results stimulates other colleagues to show diligence and rivalry. The anonymity of indicators affects low performance and the ability to hide behind the results of more successful colleagues.

- When assigning any duties to an employee in a team, one must take into account his overall employment and demand in other activities. Unbearable workload can negatively affect the overall work of the team. The volume of tasks should correspond to the opportunities and responsibilities assigned to each member of the group.

– The saying: “The camel is the horse that the team portrayed” does not always indicate the inefficiency of team work and the waste of time, since it will be illegal to constantly demand the right decision from the group.

How is team work organized?

Stage 1. Adaptation includes the exchange of information and discussion of existing problems. At first, the team members communicate with caution, there is a formation of cells of two or three people. In the course of such “grinding in”, the formation of rules of conduct acceptable to everyone is formed. During this period, high results of teamwork cannot be expected.

Stage 2. Associations are formed, including several people, depending on interests and mutual sympathy. In parallel, a process is underway to determine the inconsistencies between personal motives and the tasks of the team. Some participants in the process may make attempts to counter the general requirements. This determines the acceptable level of manifestation of moods and emotions. An example is the emotional throwing of documents and the analysis of the response.

Stage 3. Cooperation is the stage when the team members realize their own desire to carry out activities aimed at solving common problems. Here for the first time there are moments of openness and constructiveness in the dialogues, as well as the use of the pronoun we in relation to the collective.

Stage 4. Rationing of activities implies the development of rules and norms for team activities. As a result of the emerging mutual trust, the level of interpersonal relationships increases.

Stage 5. Functioning is the stage when it becomes possible to collectively make effective decisions aimed at achieving the set goals. At this moment, each team member receives and realizes a personal role in the overall process. In the team, conflict situations are manifested and resolved in an exclusively open way. At this stage, the real face of the team appears with common tasks for all participants. This process is accompanied by an attractive psychological microclimate and the formation of an objective organizational system. This stage can be considered as the completion of the creation of a workable team.

What influences the effectiveness of teamwork

Optimal volume. The result of teamwork depends to a certain extent on the number of participants (the effectiveness of a team that is too small or too large is minimal).

Quality composition. The homogeneity of the team pays attention to the final result (in practice, the best results are shown by teams made up of participants of different genders and ages, but matching social criteria).

Conformism. The opinions and activities of team members are subject to change under the real or imagined influence of the team. Public opinion is a valuable benchmark for each participant, so there is a complete acceptance of collective principles.

Deindividualization. The process of reducing the level of self-awareness, as well as an emotional attitude to evaluation, even in conditions where attention is not focused on a specific member of the team.

The phenomenon of shifting the level of risk. The team is able to make decisions with a higher degree of risk than each member separately from the group.

"Group" thinking. Team members concentrate on solutions that are guaranteed to suit the team, while quite effective options may be discarded.

public laziness. Taking into account the principle of dividing responsibility for everyone equally, it is possible to perform their functions with the least effort.

What roles do participants play when working as a team?

1) "Working bee". This category includes responsible and hardworking people. They are disciplined, have good self-control, which is very important in interpersonal relationships. They put the achievement of common goals above their own, they are always ready to work in a team. In the team they show themselves as conflict-free, tolerant of shortcomings and trusting employees. It is this category of employees that determines the team's work strategy based on the goals and objectives set and builds a logical sequence to achieve them. But even with a high working capacity of the "working bees", the indicators of the results of the work done will not be higher than average. The reason for this is the lack of flexibility and valuable ideas in decision making. This deficiency is observed even in intelligent "worker bees", since they are conservative and prefer to act more according to the scheme, any changes lead them to a dead end.

2) "Head". The qualities of a "leader" suggest self-confidence, emotional stability and stability. Such people are always calm about the problems that have arisen, because they always have a strategic vision for solving them. The “leader” is able to organize the team and coordinate its efforts to achieve the set goals. He is always ready to listen to the opinions of all parties, evaluate the prospects of each proposal and form a general opinion of the team based on them. The lack of creative thinking is made up for by his determination and strong character.

For the "leader" the main motivation in work is the achievement of the goal. People with leadership qualities of a "leader" do not have high intelligence, usually it is in the range of 116 - 130 IQ. Higher rates indicate excessive reflection, which is incompatible with the manifestation of strong-willed and strong qualities in character. The leader is always able to adequately assess the situation, see all the strengths and weaknesses of his subordinates, he is an excellent communicator and speaker. The “leader” knows how to listen to people, but at the same time can fall under the negative influence and not show due flexibility in resolving the issue. Psychological disadvantages include the lack of qualities of a motivator and the ability to act quickly in critical situations.

3) "Motivator". These people are distinguished by high energy potential, they practically skip. Energy supply for such a person is overcoming obstacles, this is the goal in his life. To achieve the goal, he has all the qualities - pressure, dynamism and courage. But at the same time, such people are quite restless, irritable, prone to constant discontent and intolerant of others, which sometimes leads to conflict situations with colleagues and bosses. "Motivator" has leadership qualities for the target audience, he can easily be entrusted with the implementation of a separate project.

4) "Generator of ideas". Possessing a rich imagination and creative potential, he is able to solve any tasks assigned to him. He looks at the solution of the problem as a whole, and not at its individual details. Able to easily come up with and organize a new project, but will develop new ones along the way. He constantly needs the support of management, as he is subject to emotional instability due to criticism and attacks from colleagues. Often this comes from an unwillingness to take into account the needs of the team, to promote effective interaction and the achievement of common goals.

5) "Supplier". This is an enthusiast aimed at communication and exploration of resources. His sociability makes it easy to manage contacts and push a business conversation in a beneficial direction. After communication outside the team, the “purchaser” delivers new ideas and information materials that are useful for common activities.

The disadvantage of this type of team members is the low efficiency of single actions, since for the "purveyor" an important motivating factor is the high ratings of others. He is also inclined to spend working time on extraneous matters and is completely unsuitable for painstaking, monotonous activities, which is why conflicts with "working bees" are not uncommon. At the same time, this type serves as a factor that gives a sense of reality and protects against stagnation in work processes.

6) "Critic". Such a member of the team constantly analyzes the situation. For him, the effective organization of the process is more important than its participants - people. "Critics" perfectly predict the development of events and are distinguished by reasonableness. It is noteworthy that criticism from such people does not look offensive to other members of the team, since it is based on the principle of "nothing personal". The most important task for "critics" is the analysis of the ideas put forward. Their insight allows them to accurately identify weak and strong points, as well as soundly express their opinion.

7) "Analyst". He has the ability to take into account various factors, and can reasonably lead the team to make an effective decision. The lack of "analysts" in the absence of an attentive attitude towards people, and, consequently, in motivating them to perform certain actions. In addition, an excessive interest in details often leads to a loss of strategic understanding. It is undesirable to make a team from the group of "analysts". Their interaction with “motivators” and “generators of ideas” seems to be more effective.

8) "Inspirer". There are such well-established expressions as a team player, the soul of the company, and so on. All of them are characteristics of "masterminds". These are responsive and balanced people who know how to listen to others, prevent conflict situations and contribute to the normal state of the moral and psychological climate within the team. The inspirer can not only reconcile the conflicting parties, but also give the team additional energy to overcome crisis situations.

Interacting with such people is easy for all team members. Among the shortcomings inherent in this type, one can note a low level of determination, susceptibility to the influence of others. In addition, the goal of the team itself may be less important for the "mastermind" than people. "Inspirers" are not very good leaders, but effective motivators.

9) "Controller". This role is inherent in disciplined team members who feel a high level of responsibility for the result. Such people can be called closers to projects. They have qualities that allow you to bring things to their logical conclusion. They are distinguished by endurance in conditions of intense activity. But, if the “controllers” are visited by perfectionist ideas that a better result can be achieved, then the completion of the work may be delayed indefinitely. Such people interact well with "motivators", "suppliers", "working bees", but do not find understanding among "analysts".

10) "Specialist". This role belongs to team members with narrow or rare knowledge. Being experts, they are very important for solving certain problems. Such people are more passionate about professional features and small details than a common cause, and in a team they can be considered boring.

Distribution of roles according to the "Celtic wheel" method

Alexander Morozov, commercial director, Center

To form a team, I suggest using the “Celtic wheel” technique, which is often used to diagnose a team. It is based on conditional typing depending on the correlation of the employee with one of the cardinal directions, each of which corresponds to a certain set of qualities. So, “people of the north” are able to manage and lead, “people of the south” unite the team, are responsible for the mood in it, “people of the east” generate ideas and build a strategy, “people of the west” put the plan into practice.

It is assumed that an effective team must maintain a balance of all four sides. Of course, it is difficult to find a person who strictly corresponds to one type - you can gravitate towards two or three types at the same time. However, the qualities inherent in one type may dominate, while the properties of another will be less noticeable.

As a rule, if an employee combines several roles, they will be located sequentially on the Celtic wheel. The functions of a leader and a team driver are quite feasible for one person. If, however, an employee is transferred responsibilities inherent in opposite roles (for example, a financier and a product developer), stress is inevitable for him. The most effective ratio of functions associated with roles following each other in a circle is 33:33:33 (for example, 33% is a salesperson, 33% is a product developer, 33% is a leader).

Thus, the optimal composition for a creative team is two or three people with different functions on the "Celtic wheel". However, in practice, teams of more than ten participants are more often obtained.

Assess the likelihood of errors in team formation. A typical miscalculation when recruiting employees for a project is a bias towards a single role. In my practice, there was a case when 11 people gathered in a team: eight product managers, one manager, two salespeople. There was no driver and financier in the group. The leader coordinated all the product managers, who worked only an hour a week, while he himself worked around the clock. At the same time, everyone wanted the same preferences.

Managing a team according to its form

Team management identifies the following organizational and cultural components of team activity:

1) External context, which includes elements such as:

- organizational component;

– qualification of higher levels of the main company in matters of team management;

– the complexity and structure of the external environment;

– presence of controlling structures and their quality;

- the level of uncertainty of team actions;

frequency and level of stressful impacts.

When describing the culture of a particular organization, the following factors should be taken into account:

- the level of formality in the process of carrying out activities;

- the level of subordination and initiative of subordinates;

- defining the basic principles for the implementation of activities or attaching importance exclusively to results;

- the established importance of compliance with the requirements for the working day, uniforms and other points;

– fundamental nature and duration of activity planning.

2) The internal context is described taking into account the following indicators:

- generally accepted command norms;

– options for the distribution of power;

– general cohesion of the participants;

- distinctive ways of organizing and implementing managerial interaction (processes such as coordination, establishing internal communications, actions to resolve conflict situations, decision-making, establishing external relations);

- distribution of roles.

It should be noted that the work of creating a team is a process of forming its cultural context, that is, its subculture.

The passage of team processes is also influenced by the characteristic features of the personal interaction of the leader with the members of the team. Some characteristics can be identified that relate to the type of leader. The concept of the type of leader can be attributed to the distinctive features that determine the relationship between the leader and subordinates.

Collective disputes: how to eliminate conflicts between employees

According to the most modern concepts of leadership, it is customary to highlight the importance of such a feature as the development of personal abilities for self-government by subordinates. A leader who has such traits can be defined by the concept of "superleader".

Leader types:

2. Transactor. Such a leader, using information systems and communication principles, forms special relationships with subordinates that contribute to work efficiency and maintaining their own status;

3. A visionary hero is a leader who influences subordinates by the power of personal conviction;

4. Passionate personalities - leaders who are distinguished by the ability to lead the team behind them, offering its members high goals.

The ratio of the main parameters of the team (the type of collective interactions, the organizational and cultural component and the type of group leader) make it possible to determine the following forms of teams:

1) "Combine". The format of such a team provides for unquestioning obedience to the leader of all members of the group or work team. This is due to the general fear of being left without a job or the possibility of exclusion from the group, since the leaders of such a team usually have great influence within the team.

Motivation of sales managers: advice from professionals

The team has a clear hierarchy system that determines its stability and strength. The action of each team member here is predetermined by his position in the internal hierarchy. The leader has all the powers of authority and independently makes decisions that can be quite tough. It defines the rules and boundaries of group interaction. The last word in resolving any issues always remains with the leader of the group.

2) "Clique". Working in such a team is based on absolute trust in the leader. A high quota of trust of the group members is given to the leader for his competence and commitment to the organization at the stage of its development. Team members not only trust such a person, they are ready to be followers and follow him as a leader with a clear vision of the future.

The team does not have a rigid hierarchy, which affects the instability of the system and the blurred boundaries of the leadership itself. The presence of a "visionary hero" in the group can help strengthen the authority and charisma of the leader. The creation of such an additional internal leadership helps to rationally distribute the resources of the team, to provide assistance to its members, but with the full and final consent of the leader himself. Each member of the group tries, first of all, to realize their own interests, without being guided by common goals and objectives. Therefore, there is a lot of competition within such a team.

In crisis situations, the team can easily break into small groups. These moments can negatively affect the activities of the group and the achievement of goals. The advantage of this type of management activity contributes to the development of individual creativity, the readiness of all members of the group to make innovative decisions, to set new tasks and create new projects. All information received by the team is considered common knowledge and is stored within the group.

3) "Circle". Within the team there is a strict distribution of available powers, taking into account all the formalities and standards. All activities are based on established rules, which practically do not change. Status is the main source of influence. The criteria that determine whether a team belongs to this category are predetermination, parallelism and synchronism in actions. Here everyone performs tasks according to the prescription and moves in the same direction.

The structure of the sales department: instructions for the head

The task of the leader is to involve each member of the group in the process until he identifies himself as part of the team. Each member of the group feels secure and is therefore ready to show interest in deepening knowledge and automatically practicing skills. All members of the team are diligent and responsible, which makes it possible to practically exclude the interference of the management in the work of the group. Daily activities are carried out without any control.

4) "Team". The work of the team is based on an open and confidential discussion of all problems, there is a constant exchange of information. The solution of the tasks and goals is carried out as needed. Concentration of the team on achieving certain results, for this purpose the appropriate employees and resources are selected, which allows achieving the goal in the shortest possible time. All stages of solving the problem and the timing of its implementation are controlled by the leader of the group. Direction and leadership here is based on facilitating interactions between all team members.

Teamwork rules

Rule 1. Working meetings and their punctual attendance are an important priority. In the absence of urgent matters and tasks, attending the meeting is mandatory for everyone and without delay.

Rule 2. Obligations must be fulfilled. Be sure to solve the problem if you took it upon yourself. If you know you can't do a certain job, then you shouldn't agree to do it. If there are difficulties with the fulfillment of the undertaken obligations, it is necessary to notify the team members as soon as possible.

Rule 3. It is important to be receptive to new ideas. Before expressing skepticism that someone has already tried, but did not work out, a constructive discussion of the issue should be held from the position of how this can be implemented.

Rule 4: Don't point the finger or name the culprits. Any success is the result of team actions, and failures are a chance to gain new experience, skills and an opportunity to correct the situation.

Rule 5. Confidentiality must be maintained. When situations happen that something does not work out, this is an internal question of the team. It is impossible to discuss the team and its members with outsiders, and even more so to bring disputable situations within the team for discussion by others.

Information about the author and company

Alexander Morozov, commercial director, Center. Has been in business for over 12 years. The portfolio includes more than 25 completed projects, 14 of which are in the IT sector, the rest are in related areas. In more than 80 projects attracted external funding at the launch stage. Specializes in business modeling and industrial prototyping. Center is a design laboratory that manages the PRE-inc business accelerator, the Center consulting company, the Business as Creativity Club experimental design laboratory, and several startups. Official site -www.center-game.com