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Building winning teamsAn individual makes a contribution to a team (either positive or negative) in three ways:
Functional, often best indicated by position tide. The engineer is expected to do the engineering, the accountant does the accounting. Even with the creative titles that abound nowadays it is usually not too difficult to determine a team member’s technical role.
Extraordinary, which consists of functions that need to be handled by someone - therefore ordinary - but are additional to the technical expertise that a person being recruited for a particular position would be expected to have. The extraordinary may include computer literacy, fluency in a foreign language, or may embrace hobbies such as photography.
There are negative as well as positive contributions to a team that may arise from extraordinary team roles. I know of one engineer who brought his camera to work to keep a record of wear and tear of machine components. His hobby turned into a time robber when he was called on to take photographs of visitors.
Group roles refer to the contribution that a person makes when the group is operating.
The model recognises the different contributions made by Conceptual, or Practically oriented people, and whether they tend to initiate or respond.
No style is seen as inherently good, or inherently bad, but successful teams all require a mix of the styles, and recognition of the contribution made by each.
There are no right or wrong roles. However there are successful or unsuccessful teams, based on the mix of operating styles of the group members.
The are eight basic team roles identified in the model, but it is unlikely that any individual exists anywhere who is a pure exponent of a single role. Rather the roles indicate preferences and tendencies.
When you complete the survey you will indicate your preference to act. When someone else completes the survey about you, they indication their perception of your behaviour. Neither is accurate, but both are indicative.
This person’s role is to maintain a balance in the team, so that the contributions of the others are brought out.
While it is not necessary for this style of team member to fulfil the functional position of chairman, frequently their ability to bring the best out of others will allow them to gravitate to this position in a stable organisation.
The coordinator maintains a balance between introversion and extroversion and between proactive and reactive behaviour, and will thus prize a conservative, maintenance of the status quo approach. While recognising the value of creative individuals, it is unlikely that this team member will contribute to the development of creative ideas.
This team member is the solid worker in the organisation, totally dependable, unquestioning, willing to do anything necessary to achieve the organisational objectives.
These are the people who deserve gold watches and life membership, but they are so busy doing the work that they frequency go unnoticed.
They find constant change an inconvenience, and resist change for change sake, but once convinced of the value will work as tirelessly in the new direction as they did in the old.
These extroverted, dynamic individuals never stop and can’t understand why anyone else should either. They quickly sense and challenge inertia, ineffectiveness, complacency or self deception.
They thrive on change, and results. They are frequently the founder of the company, the division or the organisation. They keep up a hectic pace, but are likely to burn out colleagues as they pursue their task.
No growing organisation can last without one. No stable organisation will remain that way for long with one at the helm, but their extroverted and pro-active approach will constantly send them in search of new challenges, either within the organisation or outside it.
This individualistic, serious minded, unorthodox individual is a creative genius. By providing imagination, intellect and knowledge to the team new ideas are constantly available. Unfortunately many of the ideas will not be thoroughly thought through, and thus the individual will face rejection.
Research has shown than originality and creativity can be learnt, and more importantly needs to be fostered. Lack of originality may be the result of experience at the hands of idea killers.
Team members showing this profile will not seek promotion for themselves or their ideas. They rely on a champion to do this for them. This champion is likely to exhibit the characteristics of a promoter.
An originator is not essential to a team, as promoters can draw ideas from elsewhere. However, within a company aiming to lead in their niche, in house should be highly prized.
This team member may often be confused with an Originator, but is more extroverted, and less creative. The Promoter will present others’ ideas far more effectively than they can themselves. Extroverted, enthusiastic and communicative, the promoter has a capacity for contacting people and exploring anything new. There is a readiness to respond to a challenge.
Unfortunately, when the challenge disappears so will the promoter.
This team role is also valuable in a growing or changing organisation, but needs to be supported by effective critics.
Sober, unemotional, prudent. While lacking the ability to motivate or inspire others, possesses the capacity to evaluate progress and keep a check on direction.
Essential in a team containing originators and promoters, providing a responsive balance to their initiative.
Will frequently feel most comfortable in the checking roles, such as accountant or inspector. Unlikely to aspire to leadership positions, but is required close by.
The one who crosses the “tees” and dots the “I’s”, puts the lights out and dusts the window sills. Makes certain that the fine details are completed. A perfectionist who follows through to ensure that nothing goes wrong.
The tendency to worry about what the others see as minor issues may prevent gravitation towards leadership positions, but is an essential support person for the more dynamic, outgoing leader styles.
Here is the people person, who manages to see all of the good points in the other team members. Socially oriented, will generate team spirit. Frequently gravitates to leadership positions after the team has undergone trauma.
The need for a conciliator in the early stages of a project and during difficult periods makes a harmoniser an essential contributor to the team.
The sensitivity to others feelings may inhibit decisiveness in moments of crisis. This is likely to be seen by the more pro active members as weakness.
Not a place on the matrix in itself but rather a combination of all styles. The successful small business person who will never become a large business person because of a capacity and desire to do everything. Has the rare capacity to see the whole project through from start to finish, but will rarely call on expert help, as there is none available with their understanding of the issues.
Not a team member, but rather a one person dynamo.
