5 Tips for optimal teamwork
Just because several employees work together does not have to lead to good, let alone to the best results.
The combination of different experiences, competences and preferences must be designed in a targeted way. And this is not just about professional knowledge, but above all about personality.
1. Heterogeneous suggests homogeneous
The first step should be taken for granted: set up the team with regard to their competences in such a way that all technical requirements are met. Point. It often stays that way. But it only gets exciting when the informal tasks and roles are harmoniously filled. The rule is: The more colorful the bunch, the better. "Doer", "Coordinator", "Innovator", "Communicator" - all these are roles that are important for a perfect overall performance.
But how do I know who the right person is for that? A heterogeneous team also needs a strong one Guide and control. When people come together with different qualities and value systems, it leads to friction and discussion. Homogeneous teams understand each other well, think and act in a similar way. This "Gleich und Gleich likes to join" is good for the climate, but much worse for the team performance, because too one-sided.
2. Motives motivate to peak performance
In order not to have to guess who can fill in which positions particularly well, who brings personal preferences and behavioral preferences, there is an instrument that has already proven itself: the Reiss Profile. Prof. Steven Reiss, motivational researcher at Ohio State University, describes in his theory the human personality based on 16 life motives.
These include power, team orientation, curiosity, recognition, order, relationships and status. These intrinsic motives characterize the experience, thinking and action of man. After that, people direct their actions to satisfy their strong motivations. The individual motivational profile describes what motivating a person wants to achieve through his actions. An employee with green team orientation, relationship, and status motivations will bring the team's performance to the outside. This person is ideally suited as a "salesman" and could optimally support a team of thinkers and creatives.
Figure 1: Illustration of an exemplary tear profile
In the Reiss Profile the qualitative (color of the bar: what do I aspire, what is important to me?) And the quantitative expression (length of the bar: how important is it?) Of a motif. Green and red bars characterize a strong motif with different emotional quality.
Yellow values are called "neutral". People feel the most comfortable, most efficient and motivated when they can fulfill their strong motivations about their actions. The more differences there are in the team, the easier it is to spread different tasks. The potential scope of the team is increasing.
Table 1: Needs resulting from the strong character of the 16 life motifs
3. Optimal team composition using the Reiss profile
A good team needs employees with ...
- green power motivation for the leadership of the group
- green team motivation for the cohesion of the group
- green order motivation for the structuring of work processes
- red order-motivation for creativity and flexibility
- green relationship motivation for contact to the outside
- green curiosity motivation for creativity, knowledge acquisition and preservation, further development of procedures and task completion
- red curiosity motivation for the implementation of the tasks
- red emotional rest motivation for changeability
4. If equal and equal joined
In order to be able to compare team members in their motivation structures, a team overview can be created in addition to individual profiles. On the one hand, this helps to distribute the work tasks so that the motives and strengths of individual employees can be optimally combined and synergies can be utilized.
On the other hand, the team overview provides important information on possible "blind spots". The one-sidedness in action is not aware of the team members. They find their actions right, mutually confirm each other again and interpret all sorts of everyday situations in such a way that it would not have gone without flexibility. Knowing about this blind spot can make the team more self-critical. For a real change but it also needs team members with a different motive.
Too expensive and exaggerated? But then maybe the following happens: Many creative minds develop many ideas as lone fighters. However, these are neither brought together, nor compared - and not implemented, let alone marketed. Each individual follows his or her own individual motives, which can be described in simplified terms as: "I enjoy the most when I am able to work out, research and develop ideas for myself. For me it is important to give good ideas. What the others make of it, I do not care ".
Entrepreneurially, the team is not efficient if the "great" ideas do not work out. Even if its members realize that too little is being implemented, and decides to do it now: Everyone continues unconsciously as before.
5. Guidelines for all team members:
- Assess the motivational characteristics in the team. Consistent profiles are available with the Reiss questionnaire. An approach also works through a foreign and self-assessment in the team.
- Assign tasks and roles according to the strongly developed motifs. This promotes motivation and satisfaction.
- Derive what the team still lacks.
- New team members are deliberately selected according to their motifs to enrich the current team.
- Distribute poorly populated topics over time. Anyone can accomplish a task by knowing their own motivation and the need to perform the task for a limited time through conscious action, even if it is not fun and the internal resistance is more or less high.
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