Every entrepreneur and HR person has experienced the challenge of replicating a successful hiring process and consistently recruiting all-star performers who fit the company culture. Employees have a complex mix of personality traits, professional skills and latent abilities that contribute to a great team, but their collective potential for growth and success depends on loyalty to a shared vision.
Relationship dynamics are the most important factor in building great teams, and both conflict and camaraderie are necessary parts of the equation. The team reaches peak performance because the individual members strongly believe in the business and the value it offers, boosting their faith and investment in each other. However, they're also willing to `speak up about problems and push back against authority when doing so serves the company vision. Jonathan Brodsky, Senior VP of Chicken Soup, Digital, describes this stage as "flow" and defines it as a shared feeling that the business is heading in the right direction, and each person is contributing to something bigger than himself.
Brodsky cautions business owners against mistaking agreeability for flow. Filling a business with "yes" people prevents leaders from seeing the flaws in their ideas while devaluing the expert knowledge and unique personality-shaping experiences each employee brings to the table. Although recruiters may view an outspoken personality as a sign of arrogance, negativity or insubordination, Brodsky builds great teams by specifically looking for employees who aren't afraid to challenge him. Success and innovation happen when companies strive to improve their current services, but this continual drive to do better doesn't develop in teams that are content to stay the same.
Great teams rely on mutual accountability for growth and long-term cooperation. A common characteristic of celebrated business leaders such as Steve Jobs is their ability to make employees believe they can solve problems that once seemed impossible. Instead of backing down from challenges, employees learn to divide problems into manageable portions and approach them from creative angles. They also become conditioned to view difficult issues as part of the learning process, making them less likely to lash out or blame others when a project is unsuccessful. At the same time, a great team should be willing to reward risk-taking with support and recognition.
Hiring for flow takes patience and experience, as few recruiters can accurately evaluate the subtle strengths and weaknesses of a person's character without seeing him in action. A group of qualified professionals may have the right personalities to work well together, but they may lack the right dynamic to stimulate growth and productivity. Brodsky advises leaders to observe their teams and make note of the conditions when employees are most and least in sync. Leaders can also identify moments of productive conflict by considering the reasons why the team is at odds. Paying attention to the trends can help leaders strengthen their ability to recruit employees who add to the flow.
Leaders can only build great teams when business goals are clear and the overall vision aligns with the image projected inside and outside the company. Workers are loyal to a company culture that validates their efforts, making it essential for management to create an environment in which employees are proud to work.
Photo courtesy of franky242 at FreeDigitalPhotos.net
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