Human Capital Management

Build a Real “Dream Team”

ractical advice for creating spearhead the effort. If your project and managing dynamic, ef- does not meet these requirements, fective teams another work model – e.g., indi- P viduals reporting back to a leader Time to test your memory. Think for a – may prove more efficient for com- moment about the finest team you’ve pleting it. ever been a part of: ASSEMBLE YOUR TEAM MEMBERS • One that performed exceptionally well; Once you’re sure the project will best be • One that improved its operations accomplished with a real team, it’s time over time; to choose the right individuals for the • One whose members came away job: from the experience professionally fulfilled, Designate a leader • wiser, and more skilled. - Every successful team needs a strong leader at the helm – one who commu- Why did your team thrive, and the nicates well, has experience handling Now think about the so-called “Dream Olympic team disappoint? Simple: Crit- teamwork issues, and understands the Team” – the 2004 Men’s Olympic Basket- cal team dynamics. Your team had them, project and key roles. If you don’t have ball Team. Everyone thought these guys and the “Dream Team” didn’t. A dynam- the right leader on your staff already, were a shoe-in for gold. The group was ic team is an effective team. But what you will need to hire one before the pro- packed with NBA stars and coaches, but: makes a group truly dynamic? Whether ject begins – keep reading for leadership the team is in the office or on the court, attributes to look for – or take onthe • It failed to achieve its objectives complex factors – ranging from the level leadership role yourself. • bringing home a humiliating bronze of interdependence among members, to medal instead; contextual conditions in which the team Select the right team members • Its coaches and members never operates – can either enhance or erode When drafting a team, you must look worked team dynamics. Ultimately, all these fac- beyond job skills. Choose people with • cohesively to improve the team’s tors combine to determine the team’s diverse skills and personalities: some performance; success or failure. So how do you build members should be strong “soldiers” • The team came away from the ex- and manage a REAL “Dream Team” – – internal cooperators with great in- perience more frustrated than ful- one that is both dynamic and effective? filled. terpersonal skills who get work done; others should be “boundary spanners” Here are some practical suggestions for – individuals adept at accessing people, you or a team leader who reports to you. resources, and fresh ideas from outside the group. Patrick B. Ropella DETERMINE WHETHER OR NOT Limit group size to 10 or 12 YOU REALLY NEED A TEAM Chairman & CEO, Ropella When it comes to teams, smaller is better. Tel: (850) 983-4777 Ten is a good number for maintaining Teamwork isn’t right for every project. Web: www.Ropella.com high quality communication, clarity of So before you start forming a crew to purpose and role, as well as personal in- tackle your latest project, you must first Patrick Ropella is Chairman & CEO of the Ropella vestment in the team’s success. Patrick Ropella is Chairman & CEO of the Ropella determine if it meets the following cri- Group an international Executive Search, Leadership teria: Focus on critical cooperation not friend- Transformation, and Corporate Consulting firm. He au-au- ship. thoredthored thethe bookbook andand web-basedweb-based training program, The • The project is clearly defined, and Team members don’t have to be best Right Hire – MasteringMastering thethe Art of SMART Talent Man-Man- you know how to get the job done; friends to work well together. In fact, • The job requires constant collabo- agement, and has seen his content featured in many creative energy and innovation are of- ration to solve problems and com- tradetrade magazines,magazines, businessbusiness publications,publications, and industry ten fueled by a modicum of conflict. plete work; journals.journals. Patrick regularlyregularly speaksspeaks atat webinars,webinars, career Just make sure the team leader fosters a • A proven leader is available to fairs,fairs, and conferences. culture of respect and open communica-

PharmaCherm July 2008 Human Capital Management

tion, and limits conflict to relevant pro- ments are specific, timely, and fessional issues. public, if possible. Recognize in- dividual as well as team successes. ENSURE CONDITIONS FOR • Address interpersonal conflicts OPTIMUM TEAM PERFORMANCE early and tactfully – Stick with the process until the conflict is re- No matter how talented individual team solved. members are, you must develop and ex- • Build trust among members ploit their synergies to maximize their with team building activities and effectiveness. To help your team suc- events – Give them opportunities ceed, make sure it has the following: for extra social time together in an atmosphere conducive to open • Authenticity – A bona fide team has communication. clear boundaries, interdependence among members, and at least mod- HIRE PEOPLE WITH TEAM-ORI- erate stability of membership over ENTED ATTRIBUTES time. • A compelling and clear purpose Hiring team-oriented people is, obvi- – All your team members should ously, essential to creating a dynamic work toward the same higher goal. team. But, figuring out how to identify • Clearly defined member roles – a team player may not be so obvious. If Each member should understand you need to hire people for your next his responsibilities and respect the team initiative, here are some personal rights and roles of his teammates. qualities to look for: • An enabling structure – The team’s tasks, composition, and conduct • Team leaders – A team leader norms must enhance, not impede, should understand the conditions work; clear channels of communica- that influence a team’s effective- tion must be established; and a sup- ness; enjoy solving problems; portive social context must exist, possess excellent communication where the resources and support skills; be emotionally mature; and necessary to complete collective have enough personal courage to work are available. move outside his comfort zone for • Consistent reviews and feedback the sake of achieving the team’s mechanisms – For your team to op- objective. erate efficiently, you must continu- • Team players – A team player ally monitor progress to build on should be reliable; a constructive what’s working, and fix what’s not. communicator; an active listener; • Competent coaching – The team cooperative; and flexible. leader must be capable and willing to help members get through rough Beyond these attributes, bear in mind spots, or take advantage of emerg- the cultural impact of adding a new el- ing opportunities. ement to your current team’s dynamic – e.g. Will this recruit contribute to an MEET THE SOCIAL AND INTERPER- unhealthy level of competition in your SONAL NEEDS OF THE TEAM team, or bring people together to solve Patrick B. Ropella problems?. While none of us has a hir- Unless everyone on your team is named ing crystal ball, you can preserve or en- Chairman & CEO, Ropella Asimo (and just in case you didn’t know, hance your thriving team dynamic by Asimo is Honda’sTel: advanced(850) 983-4777 motion hu- hiring people who fit into your corpo- manoid robot), youWeb: must www.Ropella.com remember that rate culture. each team member shows up for work eachPatrick day Ropella as a iswhole Chairman person & CEO – ofbringing the Ropella withGroup him an international his thoughts, Executive emotions Search, Leadership and insecurities.Transformation, Help and Corporate keep your Consulting team firm. mem He- au- bersthored working the book welland web-based together: training program, The Right Hire – Mastering the Art of SMART Talent Man- • Appreciate to motivate – Inspire agement, and has seen his content featured in many your team members by showing tradeyour magazines, sincere business appreciation publications, for and theirindustry journals.hard Patrick work. regularly Make speaks sure at yourwebinars, com career- fairs, and conferences.

PharmaCherm July 2008 PharmaCherm July 2008