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Customer Service Focus Building your team Trust and communication are keys to success By Keri Morris, CIC, CISR, ACSR, AIM What, exactly, is a “team”? A team is a group of people working together for a common goal, and whether that goal is winning football games, crossing the Atlantic in a yacht, or selling and servicing insurance, having a solid and committed team is essential to the achievement of that goal. Every person who works with at least one other person understands the dynamics involved in being part of a team. Like it or not, teams are made up of individuals, which means that differences of opinion are practically guaranteed. The idea is to get all of the individuals on board for the common goal—for us, earning and keeping clients—rather than focusing on their individual differences. One of the definitions of “team” in Webster’s Dictionary is a group on one side. This indicates that the “us” and “them” needs to be “our agency” and “our competition,” rather than “me” and “you.” So, what are the key strategies for building a successful team? Trust Although it may seem simplistic, building a team that works together for the benefit of the organization begins with trust. When we are hired, we are automatically put into environments where we must suddenly place our trust in someone we don’t know, which can be difficult even under the best circumstances. Add to the mix different personalities—some that seem to be polar opposites—and trusting becomes easier said than done. We deal not only with different personalities, but also with different work ethics, generational beliefs, levels of experience, and responsibilities. All of these can lead to huge conflict if we don’t accept the fact that sometimes trust has to be given before it is actually earned. The reason we give that trust is that we are focused on a common goal: earning and retaining the client. Individuals must trust that their fellow team members have the common goal as their focus in their daily work. They must believe that the other team members are doing their jobs to the best of their ability and also respect the fact that not everyone does everything exactly the same way. It is also essential that the team members trust the person who put them onto the team. For whatever reason, at whatever time, someone made the decision for these people to work together because he or she believed it would be the best thing for all concerned, which includes individual team members, management, agency, and customers. So, if we have gotten to the point where we are focused on developing a stellar team, working with the players we have, we will then have the respect for one another that comes from trusting that each person is giving his or her personal best and working for that common goal: earning and keeping clients! Respect Once we accept the fact that there are different ways to do things and still achieve the common goal, we can hone our communication skills through greater understanding of each other’s personality types. Almost everyone has administered, taken, or at least come into contact with one of the many tools used in the business world to determine employees’ various personality types. Understanding each other’s personality type and improving our communication skills helps develop the trust and respect that is so essential to building a successful team. These personality tests can be made up of multiple pages and require a licensed professional to analyze them, or they can be as simple as circling different words that help people understand how each person communicates. Our agency has successfully used personality tests for team building and improving communication. Commitment I think it is understood that everyone must be involved in building the team. No one person, not even the team leader, can do it alone. While the foundation is trust and respect, it must be built upon by commitment of the team members. Each person must be committed to that common goal or the success of the team will be jeopardized. While the goal is established by the team leader, whether that person is a department head, manager, or the agency president, everyone has to buy into it. Committing to the achievement of the goal means each person will agree wholeheartedly to the following: 1. I trust that my team members are qualified to get the job done and will always work to the best of their ability, as am I. 2. I respect the fact that, although we all do things differently, each of us is focused on our goal. 3. I am personally committed to being a part of this team in the achievement of our goal. 4. I will hold my team members as accountable for their actions as I am for mine. When every team member consciously and responsibly buys into these ideas, you have the makings of a successful team. Conflicts will arise; that is simply unavoidable. But focusing on the goal instead of focusing on the individual ideally will keep the team working like a well-oiled machine. Inspiring teamwork People working together toward a common goal. Sounds pretty simple, right? Perhaps in theory, but the application of that theory has to be accomplished by individuals who may have their own ideas about how the team should be run, or at least about their individual contribution. Some people will agree to be on board because they believe in the way things are being done, or simply because it’s part of their job. Some people may be resistant because being a part of a team and buying into the team way of doing things is a change from how “things have always been done.” Ultimately, although everyone is responsible for his or her individual participation, it is the team leader’s responsibility to be sure the team works. So how does a team leader engender the commitment that is required of each person? I’ve found success using three different methods: individual counseling, group meetings, and classes that address specific issues. Obviously, teams are made up of individuals, and sometimes there will be situations where one or two individuals have more difficulty getting “on board.” Unfortunately, that may mean that their only other option is to find a new job, either by being reassigned within the agency or terminating their employment relationship. We generally prefer to work with what and whom we have, and that requires individual counseling between the team leader and the one who is having difficulty committing to the team. It is important for the team leader to find out what specifically the maverick finds disagreeable. Is it a conflict with another person on the team? Is it a problem with the goals set by the team? Is it a disagreement with the way the team was formed or how it is being managed? We must assume that an open dialogue is possible in this situation and address the issues that arise. Quite simply, it is the manager’s duty to address the individual disagreements and then explain why the team was put together, how the manager expects the team to work, and how the goals correlate to this particular individual’s job. The manager should find out what motivates this person and take steps to ensure that he or she receives personal gratification from being a part of the team. Some people want to hear their boss tell them they are doing a good job. Some people want others to hear their boss say that they have done a good job. Some people want tangible praise in the forms of awards or plaques or certificates. The manager needs to identify what each team member needs and provide that reward when applicable. Above all, follow up. Don’t just assume that because you had one conversation, everything is going to be okay. Keep asking how things are going, how each person feels about his or her role in the team and commitment to the team’s success. Team meetings The next essential step in building a successful team is holding regular team meetings. These meetings should focus not only on how the team is progressing in its achievement of the goals, but also (and sometimes more frequently) on the issues that are making success difficult. People need to understand that they can speak their minds professionally in an open forum and not be punished for their opinions and personal feelings. That’s not to say that it should be like a wrestling match; professionalism must still be maintained. It is possible, however, for Sally to tell Bobby, “It really bothers me when you (fill in the blank).” Sally has a right to let Bobby know that a particular action or way of speaking bothers her (the only exception would be if the “fill in the blank” word is “breathe”). If Bobby doesn’t realize that his actions are causing Sally stress, then he cannot make an effort to improve their relationship. For example, during one of these meetings in my office, one team member told her coworker, “Kelly, I really wish you wouldn’t call me darlin’.” Kelly responded, “I had no idea that bothered you, Jennifer. I’m sorry; I won’t do it anymore.” Occasionally, Kelly still slips, but now that a dialogue has been opened, Jennifer can remind her, “You’re doing it again,” without feeling like she’s going to start a conflict. The point is that open communication about things that create conflict is essential to the team members’ commitment to each other. Individuals must know that their concerns are validated by everyone, not just the team leader. Our agency has also found that attending classes that address specific issues, such as managing emotions and conflict resolution, has been helpful. The teachers generally have many years of experience in dealing with these kinds of problems that teams and team members face. All of these concepts, when combined and applied, should provide the desired results, but the bottom line is that sometimes people must take a leap of faith and trust their fellow employees. Our entire business is based on relationships. Sometimes we cannot choose our customers, but we must interact with them professionally and courteously. More often we cannot choose our coworkers but, again, professional and courteous communication is part of the job. If we truly want to succeed in our jobs, committing to the team wholeheartedly is the only option. * The author |
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