I like to build remarkable teams. Over the years, I have had the honor of working with remarkable people.
Some of these individuals originally were not used to working together, productively and profitably. However, over their journey, they were catalyzed and inspired to become members of remarkable teams.
Here’s the thing, though. Most of these individuals didn’t think of themselves as “remarkable.” Not at all.
The best folks I’ve ever worked for and with were open to keeping team dynamics diverse, fluid and expanding the lines in which they colored. When necessary, they were willing to poke holes in the corporate silos and departmental fiefdoms in which they worked.
It takes remarkable people in remarkable teams to achieve extraordinary outcomes for your customers. Here are seven insights from remarkable team-building. Compare these to your own team dynamics.
Remarkable teams treat members equitably.
Some of these individuals came from humble origins, especially when it came down to their educational pedigree. Some folks barely made it out of high school. Yet when it came to the team, they were, and still are, committed, concerned, diligent, hard-working and know when they “don’t know.” Other team members had lots of post graduate degrees. Yet no one felt they were “better than” the other person.
Team members communicate and collaborate.
Remarkable teams are made up of remarkable people who have acquired incredible expertise along their career journeys. They have become experts in specific “how-to-do’s,” allowing their businesses and equipment to keep humming along nicely. They do not hoard this information to make themselves “important” or “indispensable.” Rather, they understand the value in sharing and collaborating to achieve even greater value.
Remarkable people are inquisitive and curious.
They ask questions about what they don’t know. They are curious about exploring what else they might not know enough about. They seek training to advance their level of knowledge and skills. They read a lot about information specific to their career and area of expertise, as well. They are lifelong learners.
Remarkable teams are made up of gracious and grateful individuals.
Remarkable people thank the individuals who show them how things are done the right way. They continuously honor their workplace teachers, by doing the right things the right way, the first time. These individuals see themselves as part of a larger whole and their company’s ongoing story in the marketplace. They have workplace vision, rather than tunnel vision.
Remarkable people are thoughtful and conscientious.
Remarkable people pay it forward regardless of generation, years of experience, or job title. These individuals are excellent mentors, suggesting improvements without taking away from the other person’s self-esteem. These remarkable individuals inject their experiences into the workplace equation without holding their seniority and sometimes even fame over the heads of juniors in the workplace. They want to make everybody better as a result of working together as a team.
Remarkable teams are composed of tenacious and thorough individuals.
Remarkable teams are composed of remarkable people who make no assumptions and leave no stone unturned. They research problems thoroughly and continuously clarify assumptions so that decisions are based on facts. They leave no fuzzy endpoints up for “someone else” to resolve. They are thinking about the next team in line which receives their throughput.
Remarkable folks acknowledge their real strength is in their team.
Remarkable people understand that they are not solo-act rock stars. Rather, their strength is generated from meeting as a team and working through tough problems inherent when making hard calls. Some projects are easier than others. They remain confident in the strength of the team to weather the storm.
Remarkable teams enjoy working with each other. Their stories become legendary within their organizations. The outcomes they create are incorporated into ongoing product mixes and manufacturing processes.
All because they weren’t scared to get together that first time as a team. And explore possibilities rather than getting hung up in fancy job titles and pay grades.
Are there remarkable teams in your own organization? Would you like to create a remarkable team?
Babette Ten Haken is a writes, speaks and coaches about customer success for customer retention. She traverses the interface between human capital strategy for hiring and developing collaborative technical and non-technical teams. She serves manufacturing, IT and engineering intensive companies. Babette’s playbook of technical / non-technical collaboration hacks, Do YOU Mean Business? is available on Amazon. Visit the Free Resources section of her website for more tools.