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17.02 – Building a Team of Sharks

Teams are a powerful way to achieve exceptional results, even from average individual employees. With effective teamwork, a small firm can raise its efficiency to world-class standards. Some small businesses have built their entire success around teams.

 

However, a group of people working together isn’t necessarily a team. A successful sports team, for instance, has the right number of players with clearly defined roles, a coach to train and improve performance, and measurable goals. In contrast, a typical small firm might have an inconsistent number of workers, undefined roles, and unclear objectives. Successful teams share common features such as:

Just as an orchestra relies on the combined efforts of all its musicians, a business thrives on the combined talents of its team members.

Founding Principles

Successful teams share common principles:

  • Chairperson/Team Leader: Focuses on objectives and guides the team.
  • Plant: Originates ideas but may miss out on details.
  • Resource Investigator: Strong on networks and external contacts.
  • Shaper: Unites ideas, objectives, and possibilities.
  • Company Worker: Practical organizer who adapts to established systems.
  • Monitor Evaluator: Provides measured analysis.
  • Team Worker: Builds on others’ ideas and maintains team harmony.
  • Finisher: Ensures thorough follow-through and order.

Appraising Performance

Appraising the performance of both teams and individuals focuses on development rather than blame, reward, or praise. The goal is to help people perform better and achieve their career goals, resulting in a personal development plan. Successful appraisals are:

  • Results-Oriented: Start with a review against objectives and finish by setting goals for the coming year. Set intermediate goals for new staff even if final goals aren’t immediately clear.
  • Separate from Salary Review: Salary discussions can hinder open and frank conversations. Conduct salary reviews and appraisals as separate events, preferably at different times of the year.
  • Narratives: Instead of tick boxes and ratings, appraisals should involve discussions about achievements, areas for improvement, overall performance, training and development, and career expectations.

Allocate ample time for each appraisal interview, typically one and a half hours. Conduct appraisals in a non-threatening setting free from interruptions. Perform appraisals at least once a year, with more frequent quarterly reviews. For new staff, conduct a review after three months. Use appraisals to identify training needs and incorporate them into a personal or company-wide training plan.

 

The Chartered Institute of Personnel and Development (CIPD) offers forms to help conduct appraisals and provide feedback. You can download up to three appraisal templates for free after registering on their site. Learn more about conducting effective appraisals at CIPD.