Published:
03/15/2011 08:36pm
LET'S HEAR IT (SORT OF) FOR THE 'TEAMWORK' TEAM!
by Richard Cavalier
c 2011, Richard Cavalier
Everybody talks about teamwork, but nobody in business seem to do much except hope for it! Bluster doesn't count," says author/trainer/program-developer Richard Cavalier.
Articles and comments from sales managers--such as "Give Me Teamwork Now!"--are ubiquitous. But there are no statistics or studies to date to indicate how or how-effective. Literal teams--such as in sports--tend to make it all seem easy. It ain't easy--it takes work from the boss or competent trainer.
Teamwork is usually demanded only from the sales people, although it can work magic in all function groups. It take some learning.
However, great salespersons (or other intended authorities) who are 'brought inside' to manage sales or training only rarely can understand and teach their own strengths. . .and probably don't recognize their own weaknesses. Weakness multiply faster, and, Cavalier feels, weaknesses often tend to dominate programs.
Problem: These confused amateurs are ripe for buying sound-good/feel-good programs and visual materials (including industrial feature movies) from outside sales persons who also don't understand the teamwork phenomenon but will talk enthusiastically about promoting it. . .and offer you something to try--after you buy. Next failure coming up?
Current outcomes: Business in general is trying to exhort its sales personnel into team-like groups. That's probably a waste of time, money, and potential, the author states. He believes, "Teamwork occurs when everyone on the incipient team and its service organization knows his/her individual, assigned task; and performs it extremely well; toward a specific goal; and in conjunction with other superior performers on that team. All of them know that none of them can achieve that given goal alone.
"In short, teamwork is task-oriented and based on each individual's trust in the all teammates' ability and willingness to do the specified work. Otherwise, you really don't need a team: individuals will do as well," Cavalier emphasizes.
Corroboration: Re: "'Changes that matter' headline: . . .It blows Vice Presidents irresistibly toward team-building programs that impart nothing but banalities about playing nice with others." Check the whole of these Jack Gordon editorial comments in "Training" magazine, Sept, 2006, page 6.
Why the ubiquity of team-talk? Because most producers of films and sales/motivation programs work through free-lance writers, relatively few of whom are expert in training or motivation. So the exhortation to teamwork is all those writers know and what they hide behind: "Vince Lombardi. . . ." Nice guy--but he's being abused by the fakers.
Yet, all tasks are 'taught'--by job-competent trainers/teachers (including Mom, for early tooth-brushing instructions). The salient word is 'competent.' Are amateurs in charge of training at your firm?
Professionals recognize the need both a) to provide adequate instruction, tools, and practice for the task(s) needed; and b) to provide adequate compensation. In training, 'adequate' is not a dirty word: it simply means 'enough to do the job/task.' Message alone isn't adequate; extras (teachings beyond real needs) are likely to be unused and are therefore wasted.
Probably the first refuge of an amateur is, "Let's have a contest." Contests are fine if they really relate to the needed behaviors and simultaneously compensate employees/learners for extra effort and new job-value. But exhortation is not motivation or know-how.
Ashtrays and baubles are not motivation, whether or not sold by an incentive company. "If you won't change your habits or life-goals to obtain the offered reward, why should employees?" Cavalier asks.
The long-known, but often overlooked, answer to perhaps all motivation is WIIFMe: "What's In It For Me?" Company employees and your retail outlets' people are interested in their families and life-goals more than in your company's problems, no matter your size. Layoffs and scandals have exacerbated
