The 7 Traits of Highly Effective Teams
As individuals, we can achieve many commendable goals. However, significant, large accomplishments that have a major impact in a company, a community, or the entire world, can only be achieved with a group of people. This article will explore success from a broader perspective, beyond the individual. We will discuss the 7 traits of highly effective, successful teams.
1. Strong Leadership
Every team has a leader or a group of leaders. Leaders are fundamental to highly effective teams because they set the vision and they bring the team together. The most effective leaders are the ones that are sought after by the team. They are in the leadership position not just because of some artificial authority, but because the team recognizes that without their leadership, the team would not be the same, and might not even exist.
The way the leader deals with each individual team member is paramount to the effectiveness of the team. Recognition and praises are given publicly to each and every individual that is performing. Team members that are not performing are coached or reprimanded privately. Reprimanding usually only happens in the early stages of team formation. A team member that is constantly being reprimanded will not make the rigorous selection process that a strong leader puts in place when forming a highly effective team. Once a highly effective team is formed, each team member will know where he stands and self-correction will usually happen without the need for reprimanding. (For the sake of simplicity and easier writing, I will use the masculine form to refer to both genders as leaders and as team members.)
A strong leader is demanding, and yet personable. Controlling and yet flexible. A strong leader understands that his strength is in his team and not in his individual abilities. Therefore, a strong leader is never afraid of having team members whose skills and abilities are stronger than his own.
A strong leader does not play favoritism and does not have a hidden agenda. Communication is open and direct. All team members know exactly what is expected of them. In a highly effective team, formal performance reviews are simply a formality. The team members know how well they are doing long before a performance review is conducted. There are no surprises.
Strong leaders protect their teams. They provide high level coverage when needed, and never, ever, allow anything under their control happen to the demise of a team member. Strong leaders reward their team members abundantly and allow them to grow as far as their abilities will take them, even if it means that eventually the team member will leave. In reality, the team member will always be part of the family, even after choosing to follow other paths that will allow him to grow. This is analogous to a child leaving the parent’s home. Parents may be sad to see their children leave, but they know they need to move on in order to grow.
The success of a team member is of utmost importance to the leader, even when attention is taken away from the leader. Jealousy and envy is never part of the equation. In a highly effective team, the leader is proud of each team member’s accomplishments, just like a parent would be.
2. Trust
Highly effective teams are built on trust. Trust exists among team members and with the leader. There should never be a reason to doubt the motives of a team member. Highly effective teams understand that at times some members of the team will be in the spotlight, but eventually everyone gets their chance to shine.
When a team operates at optimum effectiveness, there is little or no politics involved. No one criticizes anyone behind their backs. Criticisms are good natured, constructive and open. Many times they take the form of light, well intended jokes. Each team member understands his strengths and weaknesses and is not bothered by a good natured comment from a colleague about a weak spot. Team members support each other and never let outside forces break the trust that exists within the team. Outsiders that try to break up the team get frustrated because they can’t get through the trust shield that isolates the team members from destructive forces.
3. Respect
In a highly effective team, team members respect each other and their leader. The respect is based on the team members’ ability to contribute. Each team member knows and values the others’ capabilities, and as long as they keep on contributing, the respect stays strong.
Respect comes naturally because each team member was carefully selected by the leader and they had to prove themselves to be on par with other team members. If you are not respected, you will not survive in a highly effective team. A natural selection process occurs here.
4. Unity
Highly effective teams are unbreakable. Companies come and go. Projects come and go. Victories and defeats are shared. Through it all the team stays together. In a highly effective team there is a sense of family, a sense of connectedness, a sense of belonging.
The team’s unity will be challenged. Outsiders will try to break it. Unexpected events will put it to the test. A few team members may leave. Some leave temporarily, but eventually come back. Others leave permanently due to circumstances beyond anyone’s control. But the greater team sticks together through the ups and downs of life.
One of the characteristics of highly effective teams is loyalty. Team members are loyal to themselves and to their leader. This loyalty transcends the boundaries of projects, companies or other organizational forms.
5. Complementary Skills
In a highly effective team, skills are complementary. Everyone brings something to the table that makes the whole bigger than the sum of the parts. Bursts of synergistic energy abound.
When you are in a meeting with a highly effective team, you can feel the energy. In a brainstorming session, a person’s comment sparks an idea, which feeds someone else’s idea, which turns into more comments and yet more ideas. It’s like a feeding frenzy of thoughts and creative outbursts. In a problem solving session, a solution is suggested by one member, refined by another, challenged by a third, until the perfect solution is crafted in a challenging and yet respectful session of solution refinements.
Team members are not afraid of admitting what they don’t know. They don’t need to prove anything to anyone. They know exactly how they contribute, and they are respected for it. They are not afraid of making mistakes. No one is expected to be perfect. When one team member drops the ball, another picks it up without a moment’s hesitation and the whole team performs in unison.
6. Open Communication
Highly effective teams communicate openly and often. Communication is direct. Words do not need to be carefully chosen. People are not afraid to speak their minds. There is no need to worry about someone being overly sensitive to how things are said and getting offended. Even when someone goes a bit over the top, he is forgiven and the team just moves on. No one holds a grudge for long.
Everyone understands what everyone else’s roles and capabilities are. Mutual respect and trust allow the team to communicate openly and bring their best ideas forth. This does not mean that everyone is always in agreement. In fact, disagreement and respectful debates are a healthy part of a team’s communication. But these discussions tend not to be tense. They are good natured, relaxed, and with lots of laughs. If tension builds up inadvertently, someone intervenes and brings the discussion back to a healthy state.
In highly effective teams, some team members can communicate without saying a word. A look, a nod, or a smile can say as much as a carefully crafted sentence. Sometimes they can predict what the others are going to say, as if they could read each others minds. It is not uncommon to have one team member deliver a message that the other was just about to say.
7. Lack of Selfishness
Last, but not least, in highly effective teams there is no selfishness. The cliché that there is no “i” in “team” is absolutely applicable to these teams. Team members are not out seeking credit. They know that credit will be given where credit is due.
Members of highly effective teams do not need to outdo each other in order to be noticed and praised by their leader. In fact, they will gladly step out of the spotlight and let others shine and take credit.
The leader plays a big role in this behavior. If the leader creates an unhealthy competitive environment, where he is always asking “what have you done for me lately?” team members will always seek the spotlight. They will always want to get the credit. But if they know that even when they are not in the spotlight they are still highly regarded as a valuable member of the team, they will gladly step back when appropriate.
Highly effective teams are hard to find. If you have never been part of one, you may think this article is idealistic, and that such teams do not exist. If you are one of the lucky few that have experienced being part of a highly effective team, this article will resonate with you.
If you are currently part of a highly effective team, cherish it. Highly effective teams are treasures that should be guarded for life. Once you become part of one, you will never want to let go of it.
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Comment by Robert on 2007-01-24:
A very good article, I’m glad you submitted it for the carnival of entrepreneurs. I’m going to come back to this and reread it soon, as I am about to step into a management position.
Comment by Charles H. Green on 2007-01-27:
Good top-line list, and good content in each.
I’m particularly struck by the heavy emphasis you put–correctly, in my mind–on motives. Not only in #7 at the top level (selfishness), but also within trust: no ego, no politics, no reason to doubt motives.
These days there’s a tendency to reduce all phenomena to behavioral terms, and a consequent inclination to seek only tips and tricks as advice, as well as to define objectives in the same terms as measurements originally meant to indicate those objectives.
But the truth is, people are still people. What we do is a consequence of what we think, and we are all highly evolved to focus on others’ motives. Teams in particular, since they have to do with more than ourselves as solo operators, must be described in these terms to be relevant or insightful, and I think this piece does that.
Comment by wws on 2007-01-27:
Charles,
Thanks for your thoughtful comment.
Comment by Ninza on 2008-11-04:
Who wrote this article? I need Asap the name of the person that wrote it.
Thanks,
Ninza
Comment by WWS on 2008-11-08:
Ninza,
Please send your request to info@ww-success.com with more detail regarding your request. Thanks.
Comment by Miguel Fuentes Campos on 2009-06-11:
La tematica planteada es muy interesante, ya que los estilos de liderazgo pueden generar avances importantes en una institución. es importante considerar que en el pasar de un día es posible recurrir a diferentes estrategias de comunicación, dependiendo principalmente del conocimiento del grupo humano con el que se trabaja. Los lazos de afecto generan también un sentimiento de hermandad y participación con aportes de interés comun.
Comment by Victoria Jerez S. on 2009-06-18:
Interesante tema, concuerdo absolutamente que el trabajo en equipo y el desarrollo de las habilidades descritas, nos asegura alcanzar con mayor facilidad el éxito esperado . Creo tener la fortuna de pertenecer a un grupo de docentes que estamos dispuestos a sumar nuestras capacidades y a asumir los éxitos y fracasos en forma conjunta, ha sido el desafío fundamental del lider del grupo , por la dinámica que se produce en la dotación docente
Comment by Luis Dionisio Espinoza Olivares. on 2009-07-05:
Estos mrasgos de Liderazgo se unen a otros imprescindibles para el desempeño de un Líder, entre otros la Inteligencia y la Experticia en el Área en que corresponda liderar.
Si bien es cierto que el Líder se hace, existen algunas características personales que potencian el liderazgo (empatía, energía). Estimo que existe un rasgo que es importantísimo para quien lidera: la CREDIBILIDAD. De no estar presente en el Líder, difícilmente será seguido por sus pares o subordinados.
Luis Espinoza Olivares, Paral, Chile.
Comment by Sonia Aguilera Reyes on 2009-07-07:
Interesante artículo para mirarme al espejo y reconocer mis fortalezas y debilidades, pero agrego que el buen humor siempre debe estar presente, para distender el ambiente y trabajar con mejor animo, retomando energías.
Comment by Raquel Sepúlveda on 2009-08-01:
Me gustó mucho el artículo, como soy lider y pretendo tener un equipo altamente eficaz, tome muy en serio los siete rasgos y creo que no es tan utópico poder aplicarlos solo depende de la capacidad que tenemos para descubrir las fortalezas de nuestros equipos, al lograrlo las debilidades, se pueden ir superando.-
San Clemente, Chile
Pingback by Worldwide Success » Success Does Not Mean Perfection on 2009-08-09:
[...] The 7 Traits of Highly Effective Teams [...]
Comment by Jécica Silva on 2009-08-11:
El artículo es muy interesante y personalmente considero que nos da las luces de como iniciar un trabajo eficaz, eso sí, teniendo en cuenta el tipo de personas con las que nos toque trabajar, es una herramienta útil.
Comment by Isolda on 2009-08-11:
Excelente el artículo totalmente actualizado, ligado a la idea que se tiene de cómo mejorar la calidad de la EDUCACIÓN, siendo entre otros el liderazgo que debe ejercer el director, para realizar una buena gestión. No es una utopía el trabajo en equipo, pero sí es difícil porque están arraigados algunos vicios de la sociedad, como lo son el individualismo y la competividad.
Cada uno de nosotros debe ser líder en la actividad que desempeña, el docente debe ser líder, para conducir a sus alumnos a las metas propuestas; líder, para trabajar codo a codo con sus apoerados, etc. Un líder que es creíble justo, empático y asertivo tiene un equipo asegurado y con ello la consecución de los objetivos propueos.En estasociedad llena de incertidumbre, no debemos ser islas, sino archipiélagos, SÓLO ASÍ
TRABAJANDO unidos obtendremos los resultados deseados.
Comment by jaime troncoso on 2009-08-12:
concuerdo que son las caracteristicas de un equipo ideal, pero lamentablemente es muy dificil arraigar los egoismos, envidias de la sociedad, quizas no dentro del mismo equipo pero si gente que puede estar a un nivel mas alto que ese grupo, lo tomaria como competencia y trataria de disolverlo.
Comment by etelinda castillo on 2009-08-12:
caracteristicas de los componentes de un equipo efecaz
Comment by Erika kittsteiner Sánchez on 2009-08-17:
Estoy completamente de acuerdo con lo estipulado en el artículo, pero aveces suele suceder que uno de los componentes del equipo actúa como disociador y esto entorpece el buen funcionamiento de cualquier trabajo al que se vea enfrentado el equipo , todos los miembros de este son importantes pero cuando ocurre lo anteriormente mencionado cuesta cambiar la mentalidad de ese personaje cada uno de nosotros debe ser líder en la actividad que desempeña, Dar ejemplo: Predicar con el ejemplo es y ha sido una de las mejores formas de liderar. Apoyar cuando se necesite y asegurarse que el trabajo se entiende y se hace correctamente es el acometido de un líder. Pase lo que pase eres el responsable de todo, bueno y malo. Esto no significa que lo que acabas de delegar tengas que examinarlo a conciencia, y en busca del más mínimo error, sino que debes asumir la responsabilidad del resultado final. Tu equipo debe saber que estarás con ellos para lo bueno y para lo malo.
Comment by GUILLERMO CONTRERAS on 2009-08-22:
CONFORMAR UN EQUIPO CON LOS SIETE RASGOS PRESENTADOS ES LO QUE TODO LIDER DESEA CONFORMAR. RECETAS PRACTICAMENTE NO EXISTEN, PUES CADA LIDER DEBE UTILIZAR ESTRATEGIAS QUE CONLLEVEN A CREAR UN VERDADERO EQUIPO DE TRABAJO. SI UNA ACCIÓN NO RESULTA DEBE BUSCAR OTRA Y, PRINCIPALMENTE. CULTIVAR EN SUS MIEMBROS LA CONFIANZA DE QUE TODOS SON IMPORTANTES PARA LA INSTITUCIÓN, QUE SIN EL APORTE QUE BRINDA LA ORGANIZACIÓN QUEDA TRUNCA.
GENERALMENTE EXISTEN “LIDERES” QUE SOLO VEN DEBILIDADES EN SU PERSONAL, PERO NO OBSERVAN TODAS LA VISTUDES Y FORTALEZAS QUE POSEEN.
OTRO PUNTO A TENER EN CUENTA: ¿ESTAREMOS LOS DIRECTIVOS VIENDO U OBSERVANDO A NUESTRA GENTE?
CADA UNO TIENE LA RESPUESTA
Comment by ROSA P ÉREZ AMAYA on 2009-08-24:
LOS SIETE RASGOS QUE PRESENTA EL ARTÍCULO ORIENTAN LA GESTIÓN DE UNA COMUNIDAD EDUCATIVA.sIN EMBARGO A MIM PARECER SI TODOS SON IMPORTANTES ,LOS PRINCIPALES SE BASAN EN LA COMUNICACIÓN,RESPETO,LEALTAD Y CONFIANZA PARA DESEMPEÑAR LOS ROLES Y FUNCIONES QUE SE DELEGAN EN LOS MIEMBROS DEL EQUIPO. cONFORMAR ESTOS CONLLEVA A CRECER JUNTOS A,SER VISIONARIOS PARA ALCANZAR LAS METAS QUE SE PROPONGAN Y DESDE EL LUGAR QUE SE REAKICE ES POSIBLE ALCANZAR LA EFICACIA.
eL ARTÍCULO ES UNA MUY BUEN APORTE PARA REFLEXIONAR CON EL EQUIPO Y PERMITE VISUA¡LIZAR COMO ESTAMOS
mUY BUEN APORTE.
Comment by timsilverworldtravels on 2009-08-25:
I am excited to learn here. It appears to be a
good place!
I’m into playing sports.
Any others here?
Comment by Angela Encina on 2009-08-26:
El artículo es un buen aporte para reflexionar, nos permite autoevaluarnos en nuestra gestion y mejorar nuestra práctica.
De acuerdo a los nuevos tiempos y avances tecnológicos de este nuevo siglo, ejercer un buen liderazgo es formar un equipo de trabajo,donde el director debe ser el lider principal acompañando al resto del equipo,demostrando confianza en las capacidades y habilidades de cada uno de sus integrantes para el logro de metas planificadas.
Si un integrante de un equipo es valorado por sus pares, esto genera en el una incondicionalidad y un sentido de pertenencia, aportando sus conocimientos y sabiduria por el bien común
Comment by viviana alarcon on 2009-08-26:
Excelente Artículo, deberíamos permanentemente estar retroalimentándonos con temas como este.Visualizar cómo estamos trabajando y qué hacemos por ser mejores y más eficaces cada día. No basta con decir yo soy un buen lider o quiero serlo, hay que llevarlo a la práctica, compartirlo con el equipo con el cual nos desenvolvemos a diario y aplicarlo. E s un muy buen tema, que deja mucho qué pensar y qué hacer para poder cambiar. Gracias.
Comment by María Edith Valenzuela on 2009-09-04:
Puedo concluir que este artículo es un buen aporte para reflexionar, permite autoevaluar nuestro trabajo, como una manera de mejorar la práctica, pero reconozco que es muy dificil lograr un buen trabajo en equipo, la confianza , el respeto y la unión son fundamentales para lograr equipos de trabajo eficaces, hay que seguir buscando la perfección.
Comment by ALEJANDRA LORCA LOPEZ on 2009-09-08:
Yo PIENSO QUE LA UNION COMO EQUIPO NOS LLEVA AL VERDADERO CUMPLIMIENTO DEL ROL EDUCATIVO, QUE DEBE SER ESTREGADO EN UN CLIMA DE CONFIANZA PARA QUE EXISTA UNA COMUNICACIÓN ABIERTA Y EFECTIVA FRENTE A CIRCUNSTANCIAS DE CONFLICTO Y ASÍ PODER RESOLVER CUALQUIER PROBLEMA QUE SE PRESENTE.
ALEJANDRA LORCA LÓPEZ.
Comment by sandrar on 2009-09-10:
Hi! I was surfing and found your blog post… nice! I love your blog.
Cheers! Sandra. R.
Comment by WWS on 2009-09-10:
Thanks Sandra!
Comment by Florindo Muñoz C. on 2009-09-17:
Encuentro que el artículo pone de manifiesto algunas características fundamentales de un lider.
Es por ello que la confianza, la amplitud de criterio, el no ser egoista, ayudan a formar un equipo en que al darse las caracteisticas antes mencionadas dara lugar a que la toma de decisiones sea la más acertada, ya que recoge elm aprote de cada uno de los miembros del equipo.
Comment by Xediks on 2009-10-10:
Great blog, found here all that was looking for.
Pingback by SELF DEVELOPMENT BLOG » The Best Career Advice Ever Given by a CEO on 2009-10-15:
[...] the article The 7 Traits of Highly Effective Teams I described how companies come and go, but an effective team remains united, unbreakable. This [...]
Comment by syncuncedge on 2009-11-25:
Truthful words, some truthful words man. Thanks for makin my day.
Pingback by We Face a Deficit of Trust : Worldwide Success on 2010-02-01:
[...] the article The 7 Traits of Highly Effective Teams we pointed out how trust is the core trait that makes teams effective. Anyone who has worked in [...]