Who Makes the Team?


In the June issue of CEP Magazine -- arriving in postal mailboxes this week and online at www.aiche.org/cep/ -- CEP continues its Career Catalyst series with an article about teams, teamwork and teambuilding. The article describes how interdependency between the diverse members of any project team is the key to success -- with each individual bringing skills, experiences, personal perspectives and motivations and a need for mutual support.

The article studies the characteristics of effective teams (including establishing clear lines of accountability), discusses the process of organizing the people involved, and explores the habits that lead to synergy -- the truest definition of real teamwork.

Here is a supplemental extract from the article, "Making the Team: Teams, Teamwork, and Teambuilding," CEP, June 2010, (pp. 41-45), that looks at the roles and responsibilities of some of the key team participants and stakeholders.

The Team Leader:

o is accountable to the sponsor for the team's work
o empowers team members
o elucidates technical objectives aligned with the organization's goals
o ensures that the project's objectives are met
o sets expectations among stakeholders
o motivates and develops team members
o integrates and coordinates resources
o plans and revises the course of the project, with input from the team
o communicates clearly and continually.

The Team Members:

o are accountable to the project leader for their individual work
o apply teamwork principles -- work with each other to achieve overall project objectives as well as individual tasks; plan their own part of the project so that they are aligned with the overall project plan; are well-prepared and on-time with assignments
o communicate clearly and continually.

The Facilitator

o keeps meetings and discussions on track
o serves as a timekeeper
o listens empathically, and helps others to do the same
o values differences in people, and nurtures an inclusive work environment
o helps to establish and enforce team rules
o suggests processes for taking needed actions
o assures clarity of assignments -- who does what, when to complete tasks, and who to report to
o ensures that all members participate
o helps ensure that important information is recorded.

If the project does not have a formal facilitator, the team leader can take on these tasks. Alternatively, the role of facilitator or its various tasks could be rotated among team members.

The Recordkeeper

o summarizes important discussions
o accurately records decisions and changes, and the reasoning behind them
o keeps plans and project records up to date
o for decisions made or yet to be made, clearly summarizes the various perspectives, helping to avoid rehashing of these points in later discussions
o issues meeting minutes promptly.

The Mentor

o observes what team members are doing and determines where guidance is needed
o is available to help those in need
o guides decisions, rather than making decisions
o remains impartial and does not speak badly of others at any level
o helps team members to focus on the big picture, especially the organizational mission and strategy.

The Line Manager

o does not try to usurp the authority of the project leader
o ensures that employees receive adequate training
o ensures technical excellence by employees
o ensures quality and safety excellence by employees
o ensures that team members are not overworked
o communicates effectively with the project leader.

teamwork image: http://www.flickr.com/photos/dunechaser/253055698/
working together teamwork puzzle image: www.lumaxart.com/
teamwork gear runners image: www.lumaxart.com/
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