Just as the engine in your vehicle largely determines its performance and speed, the success of your projects depends on the strength of your team. Every team member is an important cog in the wheel - only if all components mesh perfectly can you pull out into the fast lane and overtake the others. However, a well-functioning team is not a sure-fire success, but the result of sensible team-building measures and sustainable team development. In this article, you will find important insights into why targeted team development is so important and the role played by the spaces in which employees come together.
The two terms team development and team building are often used interchangeably, although they refer to two different approaches and measures. In both cases, the aim is to turn individual experts and personalities into a team that can work together harmoniously and effectively.
Team building: short-term measures to strengthen the team
The term team building is broadly defined and refers to various measures and initiatives that bring the team together. It can refer to very different activities - from a joint workshop to an incentive lasting several days. These events are often led by coaches and facilitators and usually take place outside the company or workplace in order to create a neutral place for bonding experiences and to get to know the team members better.
Team development: an ongoing and long-term process
In contrast, team development is an ongoing and long-term process. Individual measures are usually taken to continuously strengthen team cohesion. In various phases of team development, coaches can provide guidance and support, create suitable framework conditions and lay the foundations for independent further development. This can be done through training, workshops and individual coaching sessions over weeks or months. The focus is often on topics such as effective self-management, role clarification, task allocation and the promotion of a respectful and constructive communication culture.
There are various models used to describe team development. One of the best-known models was developed by the US psychologist and organizational consultant Bruce Wayne Tuckman. He distinguishes between five phases, which vary depending on the type and size of the team:
1st Forming phase: In this phase, the members of the team come together and get to know each other as well as the team's goals and tasks. There is often uncertainty and reticence. The team members try to find their bearings and their role in the team.
2. storming (conflict phase): In this phase, conflicts and tensions arise in the team as members fight for influence and positions. Differences of opinion and disagreements may arise while the team dynamics are not yet stabilized.
3. norming (standardization): Now the team members begin to come to terms with each other and develop common rules and norms. There is increasing cohesion in the team. Cooperation improves, while conflicts gradually diminish.
4. performing: In this phase, the team is highly functional and effective in achieving its goals. The team members work well together, complement each other and are able to accomplish complex tasks without needing much external support.
5. adjourning (dissolution): In this final phase, the team disbands, either because the project is complete or because the composition of the team changes. It is a time of reflection on the team's experiences and successes, as well as a time of farewell and transition for the members.
Each of these phases requires individual guidance and support.
As a manager, you can support team development through regular team-building activities. In the formation phase in particular, it can be useful to hold a kick-off meeting where all team members can get to know each other. Even if teams only work together digitally over a longer period of time, there should always be time for real encounters.
Workshops and incentives are also useful before the start of a larger project. Outside of your own desk and through mutual exchange, space for creativity can arise. Such team-building measures are often planned when an important corporate goal has been achieved and everyone is happy about the team's success and is encouraged in their role.
Team-building measures should not just be seen as another item on the to-do list, but as sustainable added value for everyone involved. You as a manager will also benefit in every respect.
By engaging with the team in a targeted manner, managers can better understand the strengths and weaknesses of the individual team members. They can distribute tasks in a more targeted manner and assign the right tasks to the right employees. This also relieves the pressure on their own desk in the long term.
By actively engaging with their team members, managers show appreciation and interest in their personal and professional development. In this way, you achieve greater employee loyalty and motivate your team to work towards the company's goals.
Conflicts in a team often only become visible when they escalate. Before that, they often simmer for weeks and months and go unnoticed by others. Nevertheless, these conflicts already have a negative impact on collaboration and, in the worst case, can affect the entire team. A targeted discussion with the team enables you to identify potential conflicts at an early stage and resolve them before they escalate.
By regularly exchanging ideas with your team, you can gather ideas and suggestions that can be incorporated into current or future projects. Encourage all team members to actively participate.
Targeted engagement with the team helps managers to build trust and develop a positive relationship with their employees. This strengthens the feeling of togetherness and therefore long-term success and satisfaction.
Team-building measures can increase employee loyalty to the company and thus also the motivation to actively work towards the company's goals. When team members feel valued and supported, they are more motivated to actively participate in the team's success.
If the daily routine is not interrupted from time to time, especially in very work-intensive phases, negative stress builds up very quickly. Stressed team members are prone to conflict and often fail to reach their full potential in terms of productivity. Team-building activities allow employees to interact with their colleagues in a relaxed environment, to leave the stress of everyday life behind and to realize again that their commitment to the company's goals will be worthwhile.
Companies in almost all sectors are now faced with the challenge of attracting good specialists. The most important arguments today are not so much factors such as salary or bonuses, but above all the company's image as an employer. An attractive and appreciative corporate culture is a sustainable investment in the satisfaction of existing teams and, above all, in the recruitment of new specialists and managers.
On the one hand, team building measures are intended to strengthen cohesion and increase efficiency. Of course, this goes hand in hand with the important task of recognizing dysfunctions and eliminating them. In his book "The Five Dysfunctions of a Team", Patrick Lencioni describes the five most common dysfunctions that hinder the functioning of a team.
1. lack of trust
The lack of trust within a team is the first and most fundamental dysfunction. When team members don't trust each other, they are reluctant to admit weaknesses and mistakes, which in turn limits personal responsibility and the courage to break new ground.
2. Fear of conflict
Fear of conflict leads team members to avoid disagreements and not share their thoughts and ideas openly. Nevertheless, the conflicts are there, simmering beneath the surface and having a negative impact on collaboration. The team cannot reach its full potential.
3. lack of commitment
If team members do not feel fully committed to supporting common goals and decisions, motivation and commitment decrease. This, of course, also noticeably slows down the team's success.
4. Fear of responsibility
For various reasons, employees may shy away from taking responsibility for their actions and decisions. This often leads to a cycle of blame, in which one person blames the other and the fear of responsibility increases as a result.
5. lack of interest in results
If individual team members are not interested in the team's results, this indicates that they have not developed a sense of community. They put their own interests above the team's goals, which naturally has a negative impact on overall performance.
You can counteract these dysfunctions through targeted team building and focused team development.
Of course, you can hold team-building activities at any conceivable location. The main thing is that as many people as possible take part and experience something together. However, it is worth planning these activities outside your own office premises for various reasons.
A change from everyday working life
If team building takes place with a view of your own desk and the many tasks that still need to be completed, then the efficiency of this measure is reduced. Team building should take place in a neutral and unencumbered location, free of distractions, where both employees and managers can escape the usual working environment. A refreshing and varied perspective should be created.
Equal rights for all employees
In a neutral location, all team members can meet on an equal footing. Hierarchies are less present and people can interact with each other more freely and impartially.
No distractions
The usual distractions are inevitable in the office environment. A phone rings, emails pop up on screens and the letter carrier needs a quick signature. In a different, distraction-free environment, the team-building measures have a much stronger effect. The participants can fully engage with them.
Inspiration through other spaces
Especially when teams are currently facing new projects or challenges, a different location can clear the mind for new challenges and inspiration. Everyday working life and the usual environment sometimes block the view for other ideas.
Increased motivation and commitment
Team-building activities in a neutral location often increase the motivation and commitment of participants. Just the opportunity to break out of familiar structures for a while and get to know new surroundings noticeably boosts morale.
If you are looking for a suitable location for a meeting, it should ideally be easily accessible for everyone. Of course, employees without their own car should not be excluded from the meeting. Ideally, it should be possible to use both indoor and outdoor areas. Good technical equipment with flipcharts and audio devices is also an advantage.
Most companies are now aware of the great relevance of team development and regular team building measures. The most important thing here is a good mix of long-term and sustainable team development and supporting events as part of team building, which can reinforce each other. External coaches support managers in various phases of team development. Managers benefit in the long term from investing time and resources in these measures. They get to know the individual team members better and can therefore assign tasks to the right people much more effectively. Conflicts are identified at an early stage and regular exchanges away from everyday office life build trust, loyalty and motivation.
It is particularly important that team-building measures take place outside of the daily routine. Look for a neutral location where there are no interruptions and which is free of conflicts or everyday tasks. At the end of every team event, you will emerge stronger and have taken a new and important step towards positive team development.