Linda Finkle’s newsletter from the Incedo Group is the exception to my general practice of hardly ever reading every newsletter I receive. Her November 8 “Generate the Power” about corporate team-building landed in my inbox just about the same time as a lead from NIMBLE did. In a strange quirk of coincidence, I’ve been in an online discussion about teamwork and leadership. And recently I’ve been working with two small and delightful Toastmasters teams.
One of Finkle’s key points about corporate team-building is that “teams can’t function well if everyone is the same personality type or of like mind on everything. You need a mix of the right technical skills and the right interpersonal skills for a team to jell and work together successfully. ” She’s absolutely right. Furthermore, she points out that “”When individuals on a team enjoy working together, corporate team-building is the natural outcome. It isn’t something you have to create. As in all relationships, the members will have little spats, disagreements and challenges, and that’s healthy. They will also most often work through these problems without intervention on the part of management. That’s what makes a strong team.” And she’s right about that, too.
What does that have to do with NIMBLE, the simple, affordable Social Relationship manager? One of NIMBLE’s core values relates directly to working with teams. Last month, an iconic note to partners opened with the sentence “Nimble is a lot more fun and productive when you invite more team members to nurture and grow business relationships as a team. ” There is a congenial shared LinkedIn Nimble Partners group to which even the founders of Nimble contribute answers to questions posed by partners.
My favorite global life-time learning organization Toastmasters International encourages teamwork by promoting annual change of local leadership roles. A lively official LinkedIn Toastmasters Members group with 28,500 politely discusses virtually every aspect of our organization and its programming. That includes building teams.
Yet in the paid day-job world, how is teamwork rewarded? When is the last time you and your team evaluated yourselves *as a team* ? To what extent is your compensation based on how effectively your team works together? Rather scary, wouldn’t you say? The simple truth is most of us succeed at doing those things for which we are rewarded, and it makes sense to reward teams that work well together. That’s my thought for the day and I’m sticking with it.
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