The first obstacle: lack of trust

Trust is when team members believe that their colleagues are acting with the best of intentions and don’t have to be overly cautious or defensive in the group. Team members must feel comfortable accepting each other’s criticism. It takes a very good team to build that trust. This requires team members to step in and acknowledge their weaknesses without fear that others will use them against them. These include personality weaknesses, technical deficiencies, interpersonal difficulties, mistakes, and an inability to complete tasks independently and needing help from others.

Team members who lack trust exhibit the following

  • Hide your weaknesses and mistakes
  • They are reluctant to ask for help or give constructive feedback
  • Unwilling to help others beyond the call of duty
  • Jump to conclusions about other people’s intentions and opinions without thinking them through
  • Unwillingness to recognize and learn from the skills and experience of others
  • Wasting time and energy pursuing specific goals
  • Resentment and resentment towards others
  • Dread meetings, make excuses and minimize time spent together

Trusting team members exhibit the following behaviors

  • Acknowledge your weaknesses and mistakes
  • Ask for help
  • Welcome questions and concerns about your area of responsibility
  • Warn each other when problems may arise at work
  • Be willing to give feedback and help
  • Appreciate and learn from the skills and experiences of others
  • Spend your time and energy solving real problems, not just formalities
  • Apologize and accept apologies when necessary
  • Value group meetings and other opportunities for teamwork

How to overcome the first obstacle to teamwork

  • Personal Background
  • Member productivity discussion
  • Personality and behavior tests
  • 360 degree feedback
  • Collective practice

Task of team leader

  • Be the first to admit your limitations
  • It is important to ensure that an admission of weakness is not adversely affected
  • You must sincerely analyze your weaknesses and not be perfunctory
  • Team members are most likely to lose trust if they pretend to open up and admit weakness in order to trick others

No. 2: Fear of conflict

Good and lasting partnerships require active conflict and debate to move them forward. Positive arguments are limited to differences of opinion, not personal, and not personal. Team members who deliberately avoid confrontation often resent each other. To avoid hurting feelings in the future, they dare not advocate debate. When team members don’t disagree to their faces, personal attacks behind their backs can do more damage to the team than any argument.

Teams that fear conflict exhibit the following characteristics:

  • Team meetings are boring
  • Using unfair means to attack someone behind their back
  • Avoid discussing controversial issues that are necessary for successful teamwork
  • Inability to properly handle suggestions and suggestions from team members
  • Waste time and energy on superficial forms

Teams that embrace conflict have the following characteristics:

  • Hold lively, interesting meetings
  • Get input from all team members
  • Solve practical problems quickly
  • Keep formalism to a minimum
  • Bring out the issues on which everyone has different opinions

How to overcome the second obstacle

  • Dig into the debate and put the hidden differences on the table
  • Real-time reminders to encourage team debate

Task of team leader

  • When you have an argument, review it calmly and move forward without interrupting it
  • Lead by example and get involved in the debate

The third obstacle: lack of commitment

In a team, engagement consists of two steps: clarifying the problem and reaching consensus. A good team can reach a clear consensus in a short period of time, and everyone agrees to work on the final decision, even those who previously opposed it. Their meeting was successful because none of them questioned the decision that had been made. Do not seek absolute agreement. When agreement cannot be reached, the leader has the authority to make a decision. Do not pursue absolute certainty, a decision is better than no decision, hesitant, bold action is better.

Teams that are less committed have the following:

  • The team’s instructions and main tasks are vague
  • Missed opportunities due to unnecessary delays and late analysis
  • People lack confidence and fear failure
  • Back and forth, unable to reach a decision
  • Team members repeatedly questioned decisions that had been made

A fully engaged team has the following performance:

  • Work out a clear direction and focus
  • Listen fairly to all members
  • Develop the ability to learn from mistakes
  • Take advantage of business opportunities before competitors do
  • Go ahead without hesitation
  • Move decisively when necessary, without hesitation or endless guilt trips

How to overcome

  • Clarify the point of view, reach consensus, overcome the pursuit of absolute unanimity and absolute grasp of the misunderstanding.
  • Come to the end of the meeting with a clear review of the major decisions made, and distribute the conclusions to those who need to know
  • Setting deadlines also requires specific timelines for the progress of the problem and the steps to ensure that deviations are detected and handled properly
  • The analysis of unexpected and adverse situations helps people overcome their fears and let them know that if they make a wrong decision, what could happen is not as bad as they think
  • Low risk aggressive approach, where the risk is low and the approach is aggressive

Task of team leader

The team leader should be able to accept the fact that a bad decision can be made better than the rest of the team. He should also keep his team members focused on the situation and stick to the schedule set by the team. Team leaders should not focus too much on the pursuit of absolute consistency and absolute certainty.

The fourth obstacle: avoiding responsibility

Shirking responsibility refers to the failure of team members to alert their colleagues when they see their performance or behavior hurting the group. Team members avoid responsibility mainly because they don’t want to create interpersonal tension after pointing out inappropriate behavior, or they tend to deliberately avoid unpleasant conversations. A good team can overcome these concerns and face the problems head-on. Great team members foster relationships by taking responsibility, respecting each other and having high expectations of others’ performance. The most effective way to keep a team working efficiently is to put pressure on each other. More than any rule or institution, the fear of failing colleagues motivates members to work hard.

A team that avoids responsibility has the following characteristics:

  • Members hold a grudge against a colleague on the team for doing a good job
  • He lacked
  • Lack of a clear sense of time
  • Put the onus on the team leader alone

Responsible teams perform the following:

  • Ensure that under-performing members are pressured to improve as quickly as possible
  • Don’t hesitate to point out potential problems to colleagues when you see them
  • Respect team members who work to high standards
  • Avoid overly formalistic measures such as performance management and improvement plans

How to overcome

  • Publish work objectives and standards
  • A brief review of the results is conducted on a regular basis
  • Team Rewards – Change rewards for individual performance to team rewards

Task of team leader

  • Establish overall accountability for the team
  • Act as the ultimate arbiter
  • Responsibility does not mean consistency, but shared responsibility
  • Intervene and resolve problems when necessary

Obstacle No. 5: Ignoring results

Team members tend to focus on things other than the collective work goals. Every great organization has a set time frame for achieving certain goals that are more indicative of recent achievements than the economics themselves. So while profit may be the ultimate measure of business performance, the steady progress and timely achievement of the goals set by the business team is enough to benefit the business team. Members of a good team must put the group’s interests before their own.

Teams that do not value collective achievement have the following behaviors

  • Unable to make progress
  • Can’t beat the competition
  • The loss of valuable staff
  • Motivate team members to focus on personal career prospects and goals
  • It’s easy to disintegrate

A team that values collective achievement has the following performance:

  • You have good people coming in
  • Emphasis on individual performance is discouraged
  • Put your successes and failures in perspective
  • Team members are able to sacrifice their personal interests for the good of the team
  • Strong cohesion, will not easily disintegrate

How to overcome

  • Announce objectives
  • Reward group Achievement – Rewards must be based on work results, not just on “hard work”

Task of team leader

  • Emphasis on collective achievement
  • Team leaders must get out of the trap of egotism and develop an objective attitude that rewards those who truly contribute to the collective good