Online Reporter
Dr Request Machimbira
The functionality of teams stands as the cornerstone of optimum productivity in any organisation.
TEAMS are the engines that drive innovation, creativity and efficiency, propelling organisations towards their goals.
However, despite their importance, teams often become dysfunctional due to various reasons.
This dysfunctionality not only hampers productivity, but also leads to reduced job satisfaction, increased turnover rates and a toxic work environment.
A priority
If something is deemed important, it should be made an agenda item.
Unfortunately, team functionality often falls off the radar, becoming an expectation rather than a priority.
Business leaders and human resources practitioners frequently wish for functional teams without investing the necessary time, effort and resources to make them a reality.
It is crucial to recognise that team functionality is not a happenstance; rather, it is a deliberate outcome of strategic planning, investment and nurturing.
Business leaders and HR practitioners must realise that you do not merely wish for a functional team — you invest in it.
This investment encompasses not only financial resources but also time, effort and a deep understanding of the intricacies of team dynamics.
By prioritising team functionality, organisations can reap the benefits of increased productivity, morale and enhanced collaboration.
The science
Team building is often misconstrued as a series of fun, out-of-office activities such as climbing mountains, tug of war or boat cruises.
While these activities can be enjoyable and occasionally beneficial, they do not define the essence of team building.
True team building is a science that involves understanding the complexities of human behaviour, group dynamics and organisational culture.
It is about creating an environment where team members feel valued, respected and empowered to contribute their best work.
The starting point in undertaking team building is having a defined team prototype culture.
The biggest threat to team functionality is team culture misalignment.
When team culture is well-defined, it provides a clear direction and expectations for team members, fostering a sense of unity and purpose.
Conversely, a lack of defined team culture creates a fertile ground for misalignment, confusion and dysfunctionality.
Culture is the foundation upon which all organisational activities are built. If it is not defined, it does not exist in a meaningful way. When culture does not exist, work is done in an ad hoc manner, leading to inefficiencies, misunderstandings and conflict.
In contrast, a well-defined culture provides a framework for decision-making, communication and collaboration, ensuring that work is done in a way that is consistent with the organisation’s values and goals.
Onboarding
Team culture onboarding is a strategic imperative that cannot be overstated.
When new employees join an organisation, the focus is often on technical issues, such as job training and paperwork. However, this is a missed opportunity to align new employees with the team culture.
By incorporating team culture onboarding into the employee induction process, organisations can ensure that new employees understand the values, expectations and norms of the team.
If team functionality is important, it must be a timeless business agenda.
It must reflect in departmental meetings and even performance management systems.
Organisations need to be right-configured around this.
Periodic team culture surveys are necessary to ensure that managers continuously put their fingers on the pulse.
Organisations need ears.
This entails putting systems in place that allow business leaders to harvest relevant intelligence to make the necessary decisions.
Employee surveys must not just be a tick-box exercise to satisfy a compliance requirement.
CEOs need to create platforms to discuss feedback and motivate appropriate recommendations.
By doing so, organisations can demonstrate their commitment to team functionality and employee well-being.
Programming
Team building is not all about going for a staff retreat at a resort.
It is about programming the workplace accordingly, enabling human capital productivity, workplace happiness and occupational well-being.
This is doable.
Organisations need a strategy for such a situation.
By creating a work environment that is conducive to collaboration, creativity and productivity, organisations can unlock the full potential of their teams.
In conclusion, team building is a science that requires a deep understanding of human behaviour, group dynamics and organisational culture.
It is time for organisations to move beyond the traditional approach to team building and focus on creating a workplace that is conducive to human capital productivity, workplace happiness and occupational well-being.
Dr Request Machimbira is the executive director of Proficiency Consulting Group International. He is a leading, award-winning human resources expert, strategy facilitator, board trainer, team building coach, independent labour arbitrator, board chairperson and published author. He writes in his personal capacity. For feedback, email request@ proficiencyinternational.com or phone +263772693404.
