Building Teams Organically

Building Teams Organically

Building Teams OrganicallySome people may be surprised to know that teamwork can flourish without a lot of formal reliance on the team’s leader.

Many leaders operate under the impression that great teams must have great leaders driving them forward, and that they must be backed up by a powerful organization that can bestow lavish benefits and perks on the team’s members.

Make no mistake about it: bad leaders can destroy a team.

But really good teams don’t necessarily need powerful, highly directive leadership, even if it’s well intended—they simply need leaders who know how to get out of the way so the team can grow and develop organically.

When we ask team members to rate how important direction, communication, clear roles, processes, and leadership are to the development of a high-performance team, leadership usually comes in last place.

When you think about it, this is actually pretty logical. Leaders are needed to create the conditions, facilitate forward motion, and find the resources necessary for a powerful team to develop, but it is ultimately up to the members themselves to figure out how to function like a team.

We started to understand this interesting dynamic a few years ago when we wrote a book called Teamwork: We Have Met the Enemy and They Are Us. Back then, we began to see that great teams don’t form at the command of management. You can’t force or legislate the development of a high-performing team. The formation of great teams isn’t driven by company policies or mandates; great teams are created by people who are like minded and need only an opportunity from management to let the natural teamwork unfold.

Leaders simply need to set the stage, speak to the benefits and importance of teamwork, and give people an opportunity to come together and talk about the vision and expectations they want to promote within the team environment. When leaders provide sufficient training, encourage teams to gather and talk, and offer moral support, a high-performing team dynamic will develop organically.

Some might ask, “So, what can team members do that is relatively independent of the leader?” The list of good practices and ideas is nearly endless. The whole point is that teammates can in fact take control of their destiny if leaders just do a few basics well.

Here are a few ideas to empower your team members to grow into a dynamic team with minimal direction from you as their leader:

  • Share knowledge with one another.
  • Manage your time effectively.
  • Understand each other’s priorities.
  • Recognize each other’s accomplishments.
  • Bring up issues and offer solutions rather than waiting for someone else to do it.
  • Assume positive intentions.
  • Gather data and understand business issues.
  • Look at each assignment as a learning opportunity.
  • Run some experiments and discover better ways to accomplish the work.
  • Set up your own communication process to ensure better alignment.

At the end of the day, teams don’t need to be micromanaged or controlled by leadership. They don’t need a leader-hero who will swoop in and save the day, either. All they really want is a leader who will:

  • Invite the team to create their own working agreements.
  • Endorse the organic team-development process and encourage it.
  • Create an opportunity for team members to come together, talk, and learn.
  • Celebrate and recognize positive developments in the group.
  • Step back and give the team a little space.
  • Make sure newer members or those with meeker personalities don’t get bullied by strong informal leaders.
  • Lead from the sidelines.

A team that grows organically grows from within. As you think about how to unleash the untapped potential in your team, make sure you are encouraging them to lead using the leadership style that allows teamwork to blossom.

About the Author

Steven Stowell, Ph.D.

Dr. Steven J. Stowell is the Founder and President of the Center for Management and Organization Effectiveness, Inc. CMOE was created in 1978 for the purpose of helping individuals and teams maximize their effectiveness and create strategic competitiveness. Steve’s special interests lie in helping leaders and organizations transform into high-performance cultures that are focused on long-term, sustained growth.

Steve began his career working in the energy industry. During the past 30 years, Steve has consulted with both small and large corporations, government agencies, school systems, and non-profit organizations in 35 different countries.

Steve enjoys the challenges of
• Helping functional organizations define, create, and execute strategy in order to differentiate the business.
• Developing and designing creative and innovative learning experiences, simulations, and keynote presentations.
• Helping functions across the organization be more effective and aligned in executing long-term plans.

The centerpiece of Steve’s consulting, learning, and executive coaching work is his advocacy of applied research and data collection. Steve is a highly effective presenter and facilitator and enjoys creating customized solutions, assisting senior teams, defining strategic direction from the individual level to the corporate and business-unit level, and improving teams that are faced with important challenges and issues.