If you think about it, a sports team is essentially an assembled workforce with some particularly unique talents.
And when we think about an assembled workforce in the business context, we generally don’t think about it in terms of its ability to perform in life-and-death situations.
But let’s go there for just a moment.
Think about the interactions of a medical team in the emergency room. How those teams work together can literally be the difference between life and death for the patient.
When a group works well together, it achieves the best results. That’s why employers want to hire people with team building skills. Good team builders are able to help groups work together well and meet their goals.
Being able to build and manage a successful team is a qualification for many different types of jobs. If you’re being considered for a position that requires managing or being part of a team, you will need to show that you have the team-building skills necessary for the job.
The best way to do that is to share examples of your skills and how you used them in the workplace in your job application materials and during interviews.
What Are Team Building Skills?
What is team building? Team building is knowing how to help individuals work as a cohesive group where all members feel invested in the direction and accomplishments of the team. All members have input towards developing goals and defining the steps to take to reach those goals. Everyone is able to work together to achieve the group’s objectives.
Employers believe that highly collaborative teams will achieve greater productivity, higher morale, less counter-productive conflict, and better customer relations.
Even though companies want all of their employees to have team-building skills, they are particularly important for managers, supervisors, and outside consultants that oversee groups of employees.
Types of Team Building Skills
If you are helping to unite a team, you need to have strong communication skills. Using both written and verbal communication skills, you will have to explain company goals, delegate tasks, resolve conflicts between members, and more. It is important that you are able to clearly express ideas in ways that others can understand.
In order to problem solve and make sure every team member feels heard, you will also have to listen. You will need to understand the concerns of every member so that they each feel that they are being considered and appreciated.
- Facilitating Group Discussion
- Active Listening
- Reading Body Language (Nonverbal Communication)
- Written Communication
- Verbal Communication
When team building, you will need to solve problems. These might include issues related to the group’s goals. However, these might also include interpersonal problems between group members.
A team builder must help to resolve both. He or she needs to be a mediator who can listen to two sides of a problem and help everyone come to an agreement. The goal of a team builder is to solve problems in a way that helps the team achieve its goals and keeps its members working well together.
- Achieving Consensus
- Conflict Resolution
- Problem Sensitivity
- Analytical Skills
Being a team builder often requires assuming a leadership role for a team. You need to make decisions when there is conflict, establish group goals, and work with team members who are not producing their best. All of this requires leadership and management skills.
- Aligning Team Goals with Company Goals
- Decision Making
- Establishing Standard Operating Procedure
- Talent Management
While being a good leader is important in team building, so is being a good team player. You can help build a strong team by showing the team what it means to work well in a group.
You will need to collaborate and cooperate with team members, listen to their ideas, and be open to taking and applying their feedback.
- Ability to Follow Instructions
- Responding to Constructive Criticism
A team builder gets other team members excited about setting and achieving project goals. This kind of motivational energy can take many forms. Perhaps you come to work every day with a positive attitude, or maybe you encourage your other teammates with positive feedback.
Another way to motivate team members is to provide incentives. These might range from bonuses and other financial rewards to extra days of fun group activities. A team builder can think of creative ways to inspire the team to do its best.
- Mentoring New Leaders
- Developing Relationships
- Recognizing and Rewarding Group Achievements
A good team builder knows he or she cannot complete group tasks alone. Team builders clearly and concisely lay out each team member’s responsibilities. This way, everyone is responsible for a piece of the group goal.
Good delegation leads to project efficiency, and it can help a group achieve a goal on time or even ahead of schedule.
- Assign Roles
- Defining Objectives
- Setting and Managing Expectations
- Time Management
- Project Management
More Team Building Skills
- Positive Reinforcement
- Negative Reinforcement
- Human Resources
- Customer Service
- Assessing Group Progress
- Identifying the Strengths and Weaknesses of Team Members
- Creating Mission Statements
- Creating Milestones
- Passionate About Diversity
- Process Management
- Ongoing Improvement
How to Make Your Skills Stand Out
ADD RELEVANT SKILLS TO YOUR RESUME: In your work history and summaries, use the skill words above where your job descriptions required you to work with others. Note especially those jobs where you led teams or groups, even if only temporarily.
HIGHLIGHT SKILLS IN YOUR COVER LETTER: Mention one or two of the skills mentioned above and give specific examples of instances when you demonstrated these traits at work.
How do you build strong teamwork?
What is teamwork and what can it do?
How do you develop team-building skills?
- Clearly define goals, roles and responsibilities. When we all know our place, it is easier to contribute to the shared goals of the team. …
- Be a cheerleader. …
- Build the team you need. …
- Build a community. …
- Become a mediator not a judge. …
- Celebrate Success.
It takes great leadership to build great teams. Leaders who are not afraid to course correct, make the difficult decisions, and establish standards of performance that are constantly being met – and improving at all times. Whether in the workplace, professional sports, or your local community, team building requires a keen understanding of people, their strengths and what gets them excited to work with others. Team building requires the management of egos and their constant demands for attention and recognition – not always warranted. Team building is both an art and a science and the leader who can consistently build high-performance teams is worth their weight in gold.
History has shown us that it takes a special kind of leader with unique competencies and skills to successfully build great companies and teams. In the sports world, the late John Wooden set the standard for great coaches, leading UCLA to 10 NCAA national basketball championships in a 12-year period — seven in a row. His success was so iconic, Wooden created his own “Pyramid for Success” to help others excel through his proven wisdom. In the business world, we can look to Jack Welsh, who was the Chairman and CEO of General Electric between 1981 and 2001. According to Wikipedia, the company’s value rose 4000% during his tenure. In 2006 Welch’s net worth was estimated at $720 million and in 2009, he launched the Jack Welsh Management Institute at Strayer University.
What are the responsibilities need to build a team?
More than 27 years ago, a team of American college hockey players overcame seemingly insurmountable odds to beat the heavily favored Soviet team—and soon thereafter—win the gold medal at the 1980 Winter Olympics.
“It may just be the single most indelible moment in all of U.S. sports history,” Sports Illustrated wrote of the team’s gold medal run. “One that sent an entire nation into a frenzy.”
Another team that sent the country—or at least the part of the country that enjoys professional basketball—into a frenzy was the 1995-96 Chicago Bulls. Led by the likes of Michael Jordan, Scottie Pippen, and Dennis Rodman, this team posted the best regular-season NBA record of all time (72-10) and went on to defeat the Seattle SuperSonics in 1996 NBA Finals.
The 1980 U.S. hockey team and the 1995-96 Chicago Bulls were quite dissimilar. One was made up of little-known amateurs; the other of superstar professionals.
One was a significant underdog; the other was a dominant force all year. Despite these and other differences, however, both could easily show up on a list of the greatest sports teams in American history.
The way these two groups of players melded together to reach their goals is inspiring, especially for people who value teamwork as much as I do. Individually, none of them—even the immensely talented Michael Jordan—could have accomplished what they did together. They needed each other to succeed.
As obvious as it seems to me now, I didn’t fully grasp the importance of teamwork until I was 40 years old.
When I began to evaluate the first half of my life, I got discouraged because I realized I had not achieved what I wanted to accomplish thus far. I was disciplined, I worked hard, and I thought I was helping people. But something was missing.
Eventually, I realized what that something was. Although I had concentrated on developing myself, I had not focused enough on building a great team.
That, I concluded, was a major mistake— one that had kept me from reaching my full potential.
At 40, I realized that my success wasn’t going to be determined by my gifts, my abilities or my opportunities. It was going to be determined by whether I could develop a great team.
This realization was so life-changing that it birthed one of my 21 Irrefutable Laws of Leadership—the “Law of the Inner Circle”—which says those closest to you determine the level of your success. Ever since developing my team has been my No. 1 priority. Even today—more than 16 years later—I devote more energy, more time, and more resources to growing my inner circle than to anything else.
I have taken full advantage of my team spirit habits. I could do the toughest task in hand only with team efforts.
We have seen how our cricket team wins the match on the verge of defeat & vice versa
Our interest in the leadership potential of our pupils is well documented. This week I was inspired by a quote from a sporting source – the Head Coach of the Philadelphia Eagles American Football team. It would be fair to say that sport in general offers a rich seam of motivational inspiration, but this particular idea really struck a chord.
“One man can make a difference, but a team can make a miracle.”
The Eagles head coach Doug Pederson delivered this as his final motivating comment which kicked off what became an unforeseen – unbelievable – championship-winning season. In school and in life we are working in formation and in teams in all manner of ways, the idea of the power of a functional team is not lost on us.
The surprising success of the Eagles’ team was ultimately put down to the fact that he led the team with emotional intelligence.
The definition of emotional intelligence is: the capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically. Strong emotional intelligence allows leaders to become mindful, empathetic, and self-aware; qualities we promote in our pupils.
This intelligence can be key to both personal and professional success, and it’s something that requires attention and work. So, this week I offer 6 key ways to lead with emotional intelligence. Our pupils do many of these instinctively and they are often at the core of their success:
- Practice self-awareness in order to achieve emotional intelligence.
- Exercise empathy – put yourself in your team member’s shoes, look through their lens.
- Create a culture of transparency – stay visible and grow trusted by your team.
- Invest time in the relationships you have with your team members and give freedom for relationships to grow between them.
- Never allow adversity to get you and your team down – change the narrative to see challenges as opportunities.
- Provide a purpose higher than self. Give your team the opportunity to align with something mission-driven, it will elevate them.
The first rule of team building is an obvious one: to lead a team effectively, you must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions.
- Consider each employee’s ideas as valuable. Remember that there is no such thing as a stupid idea.
- Be aware of employees’ unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.
- Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team’s higher goals.
- Be clear when communicating. Be careful to clarify directives.
- Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships.
- Encourage team members to share information. Emphasize the importance of each team member’s contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal.
- Delegate problem-solving tasks to the team. Let the teamwork on creative solutions together.
- Facilitate communication. Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in your own communication.
- Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with your team:
- What do we really care about in performing our job?
- What does the word success mean to this team?
- What actions can we take to live up to our stated values?
- Make sure that you have a clear idea of what you need to accomplish; that you know what your standards for success are going to be; that you have established clear time frames; and that team members understand their responsibilities.
- Use consensus. Set objectives, solve problems, and plan for action. While it takes much longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee’s commitment to all phases of the work.
- Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (Team members are to be punctual for meetings) or general guidelines (Every team member has the right to offer ideas and suggestions), but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals.
- Establish a method for arriving at a consensus. You may want to conduct open debates about the pros and cons of proposals or establish research committees to investigate issues and deliver reports.
- Encourage listening and brainstorming. As a supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and that’s how you’ll spur your team on to better results.
- Establish the parameters of consensus-building sessions.