How to build a successful team – part 2

How to build a successful team – part 2

Human relationships are the basis of a good team. How can it be determined whether they’re good or bad? In addition to knowing organizational principles, one must have a sixth sense to answer that question. It’s important to know that a bad situation produces certain symptoms:

First symptom: discussing mistakes of others

It is not good when attention to the mistakes of colleagues increases, and personal mistakes get neglected. Therefore, one must stay away from those who needlessly interpret or judge other people’s actions. Such persons are most often not seen, but are most certainly felt. If this symptom occurs, manager must investigate the causes.

It is important to keep in mind that lack of work also creates conditions for such behavior. If there’s no work, manager must invent it; even if some people dig holes and others fill them up again. This doesn’t have a productive business effect but it eliminates self preoccupation.

Second symptom: frequent absences

If students miss class for example, a teacher must pose a question why that is so.

Situation is similar in your establishment. Frequent absences from work are a sign of poor relationships among staff members. In this case, manager must also investigate causes. Perhaps the manager is the cause. He/she probably misses work a lot – so why shouldn’t others.

Third symptom: gossiping, joking and making fun of:

  •  the manager,
  • other staff members,
  • social and political occurrences, etc.

Gossip and intrigue are dangerous and must be addressed.
In this case, informal communication channels with staff members must be established, with a goal to eliminate the causes of this symptom. Information is the key to elimination, since every gossip is a product of insufficient information.

A symptom that occurs often is horizontal and vertical mistrust. For the management, it is important to know that trust is not easily gained and is always tested. If a manager makes only one false move, such as making a promise but not delivering on it, employees’ trust is lost. It order to avoid situations like this, a manager can use “management diplomacy,” i.e. when asked a question give general and vague answers such as “we’ll see,” “we’ll look into it,” “why not,” etc.