The Concept of Teaming | A Strategic Projects Perspective

The Concept of Teaming | A Strategic Projects Perspective

There are many misconceptions about teaming. Often, teams are thought of as groups of individuals organized to carry out a specific task. While that is accurate, the difference between a true team and it being viewed as just any other group is that members of said team feel empowered to fully participate in the tasks involved. More importantly, team members develop synergies and utilize their individual skills to complement one another. The concept of teaming means all participants seek to win and depend on each other to do so—no one person takes the glory in the work of a true team.

At Strategic Projects (SP) we instill the sense of teaming in everything we do. We achieve this, in part, because we believe in providing feedback among team members to help manage expectations and communication. We believe management of expectations and clear communication are integral to the success of any team; in addition, these two components are essential ingredients, among others, which are vital in working towards achieving high performance which is the epitome of teaming. In high performance teaming, everyone knows the strengths and weakness of their teammates and the team’s efforts are synchronized with these abilities…thus maximizing the team’s capability. This is most evident in college & professional sports teams and in companies that are successful. These type of organizations understand and implement true teaming.

While high performance teaming is extremely desirable, it does not come cheap. Individuals on teams must be able to set aside their egos and must fully accept receiving and providing feedback to help correct problems, improve performance and recognize excellence in all aspects of the tasks their teams are involved with. Selfishness, posturing and blame games are not ingredients of teaming and can be toxic. However, objectivity, building one another and giving each other a chance to identify strengths are key ingredients to effective teaming.

Other ingredients of teaming may include the following: discipline, conflict resolution measures, assignment of roles, protocol for meetings & records and development of a team culture that includes the team’s values. All these building blocks of teaming should be clearly communicated in the form of a memorandum, constitution or in an employee handbook that members can use as a guide. Feedback must reference these standards so that it is not arbitrary.

This is the philosophy that inspires teaming at SP.

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About the Author:
Mr. Phometsi is an architect, business professional and is President & CEO of Strategic Projects, Inc.

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