Re: UKNM: Teambuilding in a dot.com

[Renee Binyon]

As an ex-HR/OD (human resources and organisation development) consultant,

turned dotcom entrepreneur, my experience is that the problems are somewhat

the same but they feel a lot bigger because of the pressure, speed of change

and lack of conventional resources. Also, people can feel they don't have

time to deal with team issues, very little 'soft skills'  (communication &

interpersonal skills, team building, stress management, etc) training

happens, and structure is often lacking. I agree with using tools such as

Belbin to build the right team, if you can afford to hire a good consultant.


If not, I'd suggest some low-cost (or no-cost) approaches to help:


Share your vision for the business and let your people know if it changes

(as it probably will!)  Make sure people know how their work contributes

directly to the overall objectives of the business. Keep people informed

about how well the business is achieving goals. There's a story about a guy

sweeping the floor at NASA - when asked 'what are you doing?' he said 'I'm

helping to put a man on the moon'. Think about it. That's shared vision!


Don't recruit people just because they're 'on the same wavelength' - it's

easy for enthusiastic, charismatic internet (or any type of) entrepreneurs

to employ people just like them. Big mistake. Optimists need solid people

around them to ground their vision in reality. Even if it's uncomfortable

sometimes. People who challenge your assumptions are a good thing! Also look

for people who are naturally good communicators, irrespective of their

specialism. Choose carefully, as the wrong person will cost you more in lost

time and energy than not recruiting anyone at all.


Recruit almost as much on attitude as on skills. Give me someone who is

motivated, intelligent and commited and I can teach them to do anything.

Give me someone who is highly skilled and a prima donna, or doesn't give a

damn, and it's my worst nightmare. My first business, way before consulting,

was a restaurant. I learned this lesson the hard way by employing a

brilliant but temperamental chef once. Only once...


Communicate. Even if you feel you don't have time, hold regular (weekly)

team meetings. When things are changing fast, it's really important that

everyone knows (broadly) what's going on.


Listen. People respond to pressure in different ways. Whilst you, the

entrepreneur, may thrive on pressure, not everyone does. Be sensitive to

people's needs. If someone gets 'difficult' or 'aggressive' bear in mind

that they might be feeling worried about something - get them away from

their colleagues and talk about it. Really listen to what they say and hear

them. Even if their problem doesn't seem important to you - it's important

to them, and if you want to get the best from them you have to deal with it.

Remember that each individual's perception of a situation will differ from

another - everyone sees things differently. If team members get into

conflict, who is right or wrong is irrelevant - the key is to find out what

they need and get them to work together (and with other team members) to get

their needs met. Don't put it off - deal with problems swiftly so people can

move forward. Otherwise stuff like this festers and then explodes.


Model the sort of behaviour you want your team to exhibit. You can't expect

them all to be punctual, efficient, friendly (or whatever) if you're not. On

the other hand, don't expect them to work 20 hours a day just because they

have a few share options.


Give everyone a clear job description. This doesn't have to be anything

complex, just make sure they have a document with clear objectives (make

sure they are SMART objectives - Specific, Measurable, Achievable, Realistic

and Time-bound), an outline of their key responsibilities and their role

within the team. If you're at the start-up stage when you need people to be

flexible, specify that too.


Encourage an honest environment. Show that you value honesty. Make sure it's

okay for people to make mistakes and learn - but work with them when they

do, to ensure they don't make the same mistake twice.


If it really isn't working out with a team member, you have to make the

tough decision. Make sure you're doing it for the right reasons (that there

really is a poor performance issue) and ensure you follow the proper

procedures (the DTI probably has a site on employment law). Handle it

professionally and move on.


One of the simplest ways to build a team is to have fun together. Take time

occasionally to follow up a team meeting with lunch together, and have the

occasional night out. Make sure everyone is invited and no-one feels

excluded. Mark important achievements with a get-together and celebrate any

successes and achievements, as a team.


If things aren't going as well as you would like, involve the team in

working out how to deal with it. Most people want to know, and a group of

heads are better than one. Again, helping to contribute to a solution is a

great motivator. Make sure everyone (even quieter members of the team) get a

chance to make their suggestions. Pay particular attention to team members

who work closely with your customers. Often they're the last people to get

heard. In my experience as a consultant, they're usually the people who have

the answers!


Catch people doing things right. Encourage your team to do the same. Praise

and respect from colleagues is a huge motivator. We recently attended our

first major exhibition and our PR & Marketing manager did a tremendous job

of organising everything and the exhibition was a great success for us. I

presented her with a huge bouquet of flowers at the end of the exhibition

and the rest of the team were as pleased as she was because they knew how

hard she had worked (actually the photo of this is on our web site at

www.inconet.com). People like to see their colleagues praised and rewarded,

when deserved. Just make sure you treat everyone fairly.


Remember that commitment is a 2-way street. You don't get it unless you give

it.


A good team culture will make a huge difference to your bottom line. In a

healthy team, people are more committed, more creative, more co-operative

and just care much more about what they are doing. It will show in the

quality of their work, the way they deal with customers, and the way they

work with each other. I'm reminded of a well-oiled machine.


I've just realised I've gone 'off on one' - probably as it's my pet subject

and I haven't done any consulting for ages! I'm also lucky that one of my

key people is a top quality team and personal development facilitator so I

usually get her input on team issues. I think we're probably quite fortunate

to have good skills in-house, but we haven't gotten everything right by a

long way.


Best wishes,


Renee


Renee Binyon

Managing Director

INCONET.com

Tel: +44 (0) 1761 463306

Fax: +44 (0) 1761 463307

Email:

rsbinconet [dot] com

Find top quality project work, support and resources for independent

consultants, freelancers and trainers on www.inconet.com




----- Original Message -----

From: <

timmcguiresupanet [dot] com

>

To: <

uk-netmarketingmail [dot] chinwag [dot] com

>

Sent: Wednesday, October 25, 2000 6:53 AM

Subject: UKNM: Teambuilding in a dot.com



>

> I would very much appreciate hear your views on the following topics:

>

> 1. Techniques/tips you would suggest to maintain team cohesiveness

> despite rapid company growth.

> 2. Whether team building in a dot.com differs from a traditional bricks

> and mortar company not subject to rapid growth or change

> 3. How does good team working and team culture make a difference to your

> business (some examples would be really helpful).

> 4. Scenario: A new team is to be formed to complete a project, what

> qualities do you look for in an individual who might join the team,  are

> there

> any specific team activities you would employ to get the team to reach

high

> performance quickly.

>

> Thanks

>

> Tim McGuire

> Freelance Journalist

> Tel/Fax 0207 900 2563

> Mobile 07803 173365



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