Good team management starts with senior management
According to the research of IESE Professor Anneloes Raes, if the foundations of teamwork are well-established within the company’s leadership, it is easier for these positive dynamics to permeate through all the layers of the organization. But, how will people know about what is going on in the boardroom?
Employees talk. In the corridors, in the elevator, at the coffee machine. And, according to Professor Raes, employees know whether the relationships within senior management are good or bad, and they see the example that is being set. “The senior management team’s behavior permeates throughout the organization, and it can shape the behavior of employees, for good or ill. Workers interpret the dynamics of the leaders as a signal that indicates what is expected of them, and what they consider to be acceptable or not”, confirms Raes.
This influence is clearly demonstrated when two departments are required to collaborate on a particular project, but their respective leaders do not have a good personal relationship. When the relationship between leaders is lacking, it often has a negative impact on the way their subordinates cooperate with each other.
How to promote diversity and collaboration in management teams
For Raes, the main obstacles that affect management teams are based on 4 beliefs:
- Putting too much faith in the figure of the strong captain and visionary, who gives the crew confidence that he or she will steer the ship safely.
- Assuming that it is impossible to become a real team without increased conflicts between members.
- Anticipating that team negotiations will be infinite debates which will be paralyzing in the face of competition.
- Confusing making decisions as a team with group think: a toxic dynamic that leads to harmful consensuses.
All of these positions are entirely understandable. However, according to Raes, the important thing is not to obsess about these challenges, but rather to create processes that mitigate them. A diverse, well-integrated management team will debate issues and make better decisions, and they will set an example of respect and personal connection which will spread to the rest of the organization.
On the other hand, Raes highlights that, although there are different levels of intensity (teamness) in teamwork, there are 4 elements that all groups should have in common:
- A clear mindset that is entirely team-focused.
- Common goals that encourage coordinated action.
- A shared purpose that justifies the need for a team.
- An attitude that is focused on tactful negotiation, but that is not afraid to tackle uncomfortable issues.
Learn to create environments in which each team member can find their purpose and place
Whether the team is a management team or a team made up of employees, one of the keys to creating harmony between the members is to do everything you can to ensure no-one is left behind. This means building foundations and creating environments which allow each person to be themselves and feel like they fit in, and are participating and progressing with other people, although everyone will do this in their own way.
Accommodating different styles and personalities can help improve relationships within any team and, as we have seen, this can have a great influence on the rest of the organization. Ryan Vogel, a visiting professor at IESE for the 22-23 academic year, shares 5 recommendations for creating workplaces where it is easier for people to adapt:
- Use ethical conflicts to unite, rather than divide. It is possible for a team to debate moral issues and still emerge stronger. With education and respect, these discussions can help us discover central values that we all share.
- Encourage your team to design their own workstation. Giving people a voice and a say in creating an environment they want to be part of promotes inclusion.
- Promote relationships outside of the office. Leisure activities help bring people together, and they enable those who are least satisfied to associate work with something stimulating.
- Help people process their baggage. Professionals may bring anxiety and past traumas from previous workplaces that need to be dealt with in order to integrate well with the team.
- Relax dress codes wherever possible. The clothes we wear tell others who we are, but they also have a profound effect on what we think of ourselves: the aesthetics, consistency and uniqueness of our clothing has a positive influence on our self-esteem.
Keys to working in a team: empathy, values, norms and shared realities
In addition to promoting inclusion, there are some other strategies that can help us successfully lead diverse teams, even when we are working in virtual or hybrid environments.
Professor Anneloes Raes champions empathy as an essential skill in any business situation: “Putting yourself in someone else’s shoes helps strengthen connections between employees, which ends up generating innovation. In addition, empathetic leaders are able to create an atmosphere within which all team members can safely present their ideas,” she states.
Likewise, IESE Professor Maya Rossignac-Milon highlights the need to promote “shared realities” in order to improve harmony within teams. This refers to the experience of having the same thoughts and feelings as another person about a specific reality, such as a project. Professionals who share realities often feel more committed, and are more productive. In order to strengthen this type of thinking, the professor suggests creating different types of rituals within the workplace.
Finally, IESE Professor Isabel Villamor suggests that, in order to ensure that relationships between team members function smoothly, it is essential for them to share “some central values, from which clear operational norms can be derived”. A group works better when it can adhere to some basic rules which define its goals and its behavior. These systems are particularly valuable for virtual and hybrid teams, as they avoid misunderstandings, and provide certainty and a sense of belonging within an environment that lacks spontaneous personal interactions.
