Effective Leadership Strategies: Building Cohesive Teams
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Chapter 1: Introduction to Team Building
In the realm of leadership, particularly for those just starting out, establishing a strong team is crucial. If you're fortunate enough to inherit a well-functioning group, you may not face immediate team-related challenges.
Throughout my career, I have had the privilege of working with both dedicated and talented individuals, as well as encountering less committed team members, even in environments with toxic dynamics. One effective method for addressing various team issues, such as rudeness, lack of motivation, or harmful behaviors, is the Above & Below the Line approach, typically conducted as a workshop.
While this technique may not resolve every problem, it serves as a beneficial initial step. It helps identify team members who are eager to contribute to a high-performing environment versus those who may undermine progress.
Section 1.1: Conducting an Above & Below the Line Workshop
Step One: Invite the Team
Start by inviting your direct reports to a team-building workshop, encouraging them to envision what an exemplary team would look like. Emphasize that you're investing time to enhance team performance.
Reserve a private meeting room for about 90 minutes; an hour is usually insufficient, while two hours can feel exhausting. If the session concludes early, everyone benefits with extra time.
It's essential to avoid suggesting that the team is currently underperforming, as this might foster negativity or skepticism. If questioned, simply state that you believe this exercise will be valuable and productive.
Step Two: Prepare for the Session
Consider your goals for the workshop. Are you aiming for changes in behavior, such as curbing gossip, or do you seek process improvements? Define what success looks like for you and prepare a list of topics you wish to discuss.
Arrive early to set up the room, ensuring you have all necessary materials at hand to make the most of the session.
Step Three: Facilitate the Session
Begin by expressing your intention to invest in the team's development through the Above & Below the Line exercise. Draw a horizontal line on the whiteboard and invite participants to reflect on their ideal team for a few minutes.
Then, gather input from each team member in turn, ensuring inclusivity. Common themes you might hear include:
- Supportive
- Collaborative
- Respectful
- Competent
- Positive
Encourage participants to articulate any negative aspects they'd like to address in a constructive manner. Continue asking for additional input until the ideas start to dwindle.
Next, shift to discussing Below the Line behaviors. Ask what practices are undesirable in the team context. Record these in black ink, and likely responses may include:
- Gossip
- Disrespect
- Cliques
- Poor communication
This exercise will establish clear expectations regarding acceptable and unacceptable behaviors within the team.
Step Four: Foster Commitment
Encourage the team to commit to demonstrating Above the Line behaviors moving forward. Take photographs of the whiteboard and designate someone to compile the feedback.
Discuss how you can keep these behaviors top of mind—perhaps through a poster, a screensaver, or a framed pledge signed by all team members. Some teams even design mugs featuring the Above the Line principles.
To address Below the Line behaviors, agree that team members can gently remind one another by saying, “That’s Below the Line” or “Let’s keep it Above the Line,” allowing for constructive accountability in a non-confrontational manner.
Step Five: Implement the System
After running the session and obtaining commitments, it's time to ensure those commitments are honored. Make certain that any materials, such as posters or screensavers, are created within a week. Lead by example; if you catch yourself engaging in gossip, acknowledge it by saying, “I’ve gone Below the Line,” and rectify your behavior.
In team meetings, regularly check in on how everyone is managing to maintain Above the Line standards, and encourage accountability by calling out both personal and observed Below the Line actions.
Above & Below the Line is a valuable tool when applied diligently.
Chapter 2: Conclusion
As leaders, we often face the challenge of guiding teams that may be unproductive or dysfunctional. This situation may arise from inherited team dynamics or internal decisions beyond our control.
Regardless of the cause, it is our responsibility to initiate change, and the Above & Below the Line workshop is an excellent starting point. Remember, transformation takes time, and it may require ongoing reinforcement to help your team internalize the desired behaviors.
If issues persist despite your efforts, it may be necessary to involve HR and consider more stringent actions.
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