Team Success Formula

The formula for team spirit
I do not pretend to write an article to talk about the compliments of working as a team. We all know it, although in many cases we do not. What I would like to talk about is team spirit, which is something I firmly believe in.

Communication and sense of humor

I am especially attracted to the experiences of some elite athletes. I recently listened to one of them with a recognized prestige and experienced in high-risk sports, on how he did to work successfully with the same team for 20 years, living with them at the limit moments where they have repeatedly put their lives at stake. He commented that there are two basic factors that turned out for the team to work well: the transparent communication and sense of humor.Extracting part of that colloquium, he commented that talking clearly about the problems that had occurred between them in certain situations was key. He recommended to speak immediately once the critical situation had passed, about what had happened, what had produced the discomfort and solutions that they agreed to avoid that this situation would be repeated.

Communication-Ray Human CapitalFor me it is an essential factor to use transparent and non-aggressive communication in work teams, focusing on the fact and not on the person. It is the ability to express oneself without using judgments about what is right or wrong, about what is right or wrong. It is to express our feelings and needs, instead of criticisms or moral judgments. This type of communication has a magical effect on our communication with others, lime roughness and allows us to know the expectations of others about us and vice versa, building bridges instead of tearing them down.

Another aspect that I equally share with him is the sense of humor . Knowing how to laugh in moments of tension relaxes the environment and relaxes the spirit, even if we continue to work with the same intensity and effort. I fully understand that this may not fit some people and that they would even be unable to have humor at those times, and would go further, it would generate more tension. To many instead, it makes us / work better, it is his / our dose of fuel at critical moments.

Extrinsic motivation

The projects that I remember with more affection have been those that worked with several people at untimely hours and with a pressure of time to finish the work on D-day at hour H and not a minute further, there was an anecdote, an absent-mindedness from someone , a joke ... and the laughter was easy and above all liberating.

Also many of my colleagues will remember the moments in the kitchen.  Yes, yes, the kitchen of the company. After intense mornings of work and of what the evening would bring, the time of the meal, in that small, bright kitchen, in which there was more window that cooks, and in which we sat 14 people easily, the moments of tension they stayed outside that door. There was an unwritten rule that we all followed: no talking about work. Allowed to talk about everything else for very sui generis that seemed to us: political debates, morals, concerns, concerns, confidences and a very long and unimaginable etc. The happy hourHe finished and everyone to their positions but with an infinitely more renewed spirit. Without wanting it and pretending it, we began to generate those personal bonds that helped to consolidate the professionals, the involvement and motivation of all of us.

In the companies, the work teams are fundamental to carry out the tasks that lead to the goals that have been set, however when the members of the work groups do not do it in the same direction to reach that common goal, they can be create conflicts and delay the fulfillment of the objectives.

In this important topic for the business field, neurolinguistic programming (NLP) provides operational strategies that help resolve difficult or limiting situations that may put the results of the labor group at risk or conflict, and also supports the strengthening of states of excellence, both in groups and in individuals. The first step for the formation of work circles is to ask: what are the indispensable requisites that make a genuine "team spirit" exist?

The answer is simple: for a group to operate as a unit, the fundamental thing is that the elements that comprise it share similar values, since they are the purpose of the actions; they are all that a person is willing to strive, sacrifice and change to achieve. Consequently, if the members do not share the same beliefs, it will be difficult to advance with sufficient intensity to achieve the objectives set.

For example, when we need to move a 500-kilogram stone and we have 10 people, but each throws a different course, it will not move. But if all push simultaneously in the same direction, it will move to where we want.

If each member works to obtain a different value, it is very difficult to generate a team spirit. For it to be possible, it is essential to unify the principles that the person has with respect to work, or at least take them into consideration within the group.

How to identify the values ​​that will drive a person in the development of their work? Given that there are hundreds of these and that each individual owns them according to their personality, education and need of the moment, we can group them into three significant blocks:

Power: they are all those that give the person domain, prestige, status, category, etc., over others.

Affiliation: they provide the subject with social contact that enables them to relate and bond intimately with other people: friendship, relationships, sharing, helping, etc.

Objectives: they give man the possibility of acquiring or possessing tangible things, concrete goals such as goods, properties, among others.

Identify what moves your team members

And how will we know what the reasons are for the different components of the group? Asking questions such as: what is important to you in relation to work? What do you work for? What is the purpose for which you do it?

It is likely that as a first response the person says: "to earn a salary"; Then you should ask: "And what do you want to earn money for?", there may arise a value, but if you do not get it you have to ask "and what for?".

It is also necessary to know what stimulates each individual. Motivation is directly related to personal values, that is, what moves it is what satisfies some belief or approaches it. For example, if a person has fun as one of his most important values, he will hardly accept a job or function that involves discipline, effort or sacrifice.

A solid group must satisfy the principles of all its members, otherwise there will be tensions, misunderstandings, frictions and doubts.

This is where other factors that affect the consolidation process of a team come into play, which are necessary for them to consolidate: "common objectives" and "behavioral flexibility".

The goals are the form of materialization of the values ​​and these can not be fixed or communicated in any way. From the NLP perspective, "good formulation conditions" are required to be assumable and achievable, so they must be:

  • Clear, concrete and specific.
  • Made in positive.
  • Independent of third parties.
  • Measurable to have sensory evidence that indicates that you are getting closer or away from it.
  • Located within the possibilities and present capacities of the subject or group
  • Ecological, that is to say that they are not aggressive with anything or with anyone in the environment in which the person or the team develops. 
  • Dated to a temporary limit.
  • Designed to have an action plan.

Many of the problems that arise today in teams are due to the absence of one or more of these requirements in their group objective. Consequently, if the system is to operate as a unit, efforts must be made to involve all the elements in the definition of the goals and to accept them, not by imposition but by conviction.

And this is where the "flexibility of conduct" factor comes in. For a group to advance in the right direction and rhythms, its elements must have a certain tolerance, that is, the ability to   renounce selfish and personalistic interests in favor of group benefit. It must be borne in mind that the individual without the organization would not exist and this has life thanks to the work of the former.

It is important to raise the values ​​of the company as means to achieve theirs, that is, to focus motivation by proposing that with the use of company values ​​you can achieve your personal goals, you must also materialize with prizes or bonuses for doing so.

Each subject is a world and as such you can not motivate everyone in the same way. If a member has learning as a priority, he or she should be encouraged by offering training, but this would not be useful for someone who appreciates fun, since he or she will prefer to be rewarded with vacations. A third party that values ​​their position within the company