Teamwork can be stressful. Research finds that a lot of this stress stems from the pressure that managers put on employees. While some pressure is necessary to get employees to perform at their best, pushing a team too hard can cause big problems, such as poor performance, low productivity, and high turnover. Most work today is done in teams.
While teamwork can lead to innovative ideas and strong performance, it can also be stressful. I analyzed data from structured face-to-face interviews with managers from different British workplaces where all employees worked in formally designated teams. The managers talked about how teamwork operates at their workplace, from how much team members depend on each other to do their jobs, to whether team members make joint decisions about how work is done. The managers also reported how their workplaces fared on key aspects of performance — including labor productivity, financial performance, and quality of product or service — compared to other workplaces in the same industry.
Next, I analyzed survey data from a random selection of five to 20 employees in each workplace where the management interviews were conducted, which amounted to reports from 4, workers. The survey asked employees to report on their levels of commitment to the organization, the amount of pressure they experienced at work, and how often they felt tense, worried or anxious due to work. In workplaces where employees had to share responsibility for specific products and services, managers reported increased productivity levels and better quality of products and services.
In workplaces where employees relied on each other to do their work, managers reported financial performance had improved, while employees expressed an increased sense of organizational commitment. On the other hand, I found that more teamwork increased the level of work demands on employees, which made them more anxious about their job.
The more employees felt that their teammates relied upon them, the more they felt that they had insufficient time to do their work, which resulted in a major source of anxiety. When employees were faced with the shared responsibility for specific products and services, they were more likely to feel tense and compelled to put in very long hours at work.
But I also found that a greater sense of commitment toward the organization can help stem the experience of anxiety.
It would appear that higher levels of commitment improved engagement and helped some employees cope with the demands of working in teams. Upon looking further into the data, I saw certain patterns among workplaces where teams fared better in key performance areas. One was that managers were more likely to recognize the benefits of providing the right skills and resources to employees.
They reported how employees were given time away from work to attend training and improve their skills in team working, communication, leadership, and problem-solving methods. Employees reported feeling that the organization cared about employee well-being and helped them cope better with stress.
Lifelong Learning Matters
The data revealed a slightly different story for workplaces where teams did not perform very well. In these cases, managers did not afford employees enough opportunities to develop their skills through training, nor did they give employees the freedom to influence their work responsibilities. Consequently, employees felt that managers did not treat them fairly and were less sincere in keeping to their promises.
Employees also reported how managers did not encourage people to develop their skills, and that when they gave input to workplace decisions, managers did not act upon their suggestions. In short: the main barriers to team performance were poor relations between managers and employees, which caused constant disputes and made employees feel more stressed at work. To achieve better results, managers would do well to consider the stress that comes with teamwork.
In cases where employees are faced with conflicting demands, managers should highlight possible areas of concern — like time constraints, strict deadlines or any other issues that may come up— so that employees have a better understanding of their roles or what is expected of them. Otherwise, work pressure would rise to unhealthy levels and well-being will deteriorate. Employees have a role to play too. They could work to develop trust with team members and show appreciation for the value that each person brings to a project.
Of course, working together is not always easy.Of course, not all days are perfect, and even the best teams get stuck from time to time. By teaching you to effectively communicate authentic appreciation and encouragement to employees, co-workers, and leaders. Why you should read it: In romantic relationships, everyone has a love language — how they prefer to give and receive love.
Similarly, at work, everyone has an appreciation language. This book provides an assessment to help teams determine their appreciation language, and specific actions based on each language. This is the real world of work, as it is and as it should be. Why you should read it: This book challenges long-held wisdom about leading teams — that leaders must give constant feedback, both positive and negative; that difficult conversations are uncomfortable, but necessary. According to the authors, these ideas and other faulty assumptions — nine, to be exact — actually cause disfunction and frustration among teams.
Why you should read it: Although many companies attempt to bring more diversity to their teams, not all see increased results from doing so. Livermore draws on diversity success stories from Google, Alibaba, Novartis, and other companies to reveal the five key elements that determine whether culturally diverse teams succeed — or become gridlocked due to their differences. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
In his work with organizations around the globe, Sinek noticed some key differences between teams that trust each other and teams that are doomed to fail. He breaks these differences down in this book and offers advice for leaders to build more trust into their teams. IT teams have had to take on new responsibilities and skills to rise to the challenges of the pandemic. Here's how to encourage continuous learning without exhausting your team. What are some key workflows or processes that can be automated with Kubernetes?
Experts share six examples. Skip to main content. How to build strong teams: 8 must-read books. Want to make your team more cohesive, collaborative, and successful? Related content. IT careers: How to get a job as a data engineer. How to improve customer experience strategy: 6 tips. Carla Rudder is a writer and editor for The Enterprisers Project. As content manager, she enjoys bringing new authors into the community and helping them craft articles that showcase their voice and deliver novel, actionable insights for readers.
Related Topics 4 ways to encourage upskilling without burning people out. Submitted By Ashwin Bharath. July 17, Read Article. Submitted By Kevin Casey. July 16, Submitted By Jayaprakash Nair.If this is your first time registering, please check your inbox for more information about the benefits of your Forbes account and what you can do next!
Employee engagement and wellness are finally taking center stage in the business world. For too long, they have been viewed as the responsibility of the HR department and not an integral part of business strategy. However, it is increasingly clear that unhealthy and unengaged employees are a drag on productivity, innovation, and the bottom line. My executive consulting practice was founded on the principle that engagement and wellness are inseparable.
Healthy employees are happier and show higher rates of job satisfaction. Engaged employees show up to work with a bounce in their step and are less vulnerable to stress, a significant driver of poor health. Healthy and engaged employees, in concert with a strong workplace culture, are the secret sauce for business success.
The following statistics underscore the need to make engagement and wellness strategic priorities for your organization. This finding by Gallup punctuates the fact that employee engagement consists of concrete behavior, not an abstract feeling. Organizations that view engagement as a feeling conduct employee surveys and offer perks to improve the results. The report finds that the most successful organizations make employee engagement central to their business strategy.
They give employees clear expectations and provide them with the tools and support to do their best work. Why are engaged teams more profitable? Engaged employees show up every day with passion, purpose, presence, and energy. A recent report on the importance of employee recognition finds clear and regular feedback to be critical.
The report also stresses the importance of what it calls values-based recognition. Employees want to be reminded that their work has purpose and meaning. This is another reminder that employee engagement should not be relegated to the HR department, but instead, be featured as a central part of overall business strategy. Employees who feel their voice is heard are 4. Recognition and feedback are important but not enough.
Companies with greater gender and ethnic diversity consistently outperform the competition. They more accurately reflect the diversity of society and reach more potential customers, and they incorporate a broader range of perspectives into their decision-making and strategy.
Inviting more people to the table, and ensuring their voices are heard, is a win-win for everyone. Engagement and empathy are inextricably linked, as employees are unlikely to feel truly respected and empowered in an organization that does not show empathy. A recent report on workplace empathy reveals mixed results in this area.
Empathy must start at the top which is one reason why teaching emotional intelligence figures so prominently in my work as an executive coach. Empathy may be a soft skill, but it pays off in improved business outcomes. Interestingly, the majority of respondents recognize why they are not fully engaged.
They list compelling missions, highly trusted relationships, and well-designed jobs as things they are looking for leadership to provide. This is another reason why communication is crucial to a healthy organizational culture. Employees will tell you what they need to be engaged if you listen to them. The survey documents how those high-stress levels manifested in poor physical health fatigue, aches and pains, weight gain and compromised mental health depression, anxiety, anger.
These findings emphasize the connections between wellness and engagement, and how stress undermines both. The best strategies to combat the plague of burnout are holistic approaches. Workshops on stress management and resilience will lead to a workforce that is healthier, more engaged, and more productive. In my consulting practice, I have seen that the critical factor in determining the success of wellness programs is the involvement and commitment of senior leadership—a fact confirmed by a report by the American Psychological Association.Colleague's E-mail is Invalid.
Your message has been successfully sent to your colleague. Save my selection. Today's healthcare organizations are filled with skilled, multigenerational, and culturally diverse interdisciplinary team members. Although each specialty has a specific focus, we all share a unified goal: We want both the patient care experience and our work environment to be positive.
To ensure that patients are satisfied during their healthcare encounter, we must embrace a teamwork approach to care delivery. Teamwork requires effective communication skills and collaborative care coordination. Team members should be encouraged to ask questions, share ideas or concerns, and discuss potential solutions.
Each team member's strengths and skills must be utilized to achieve an optimal patient care experience and workplace satisfaction. It's essential that all interdisciplinary team members are knowledgeable about each other's job role, responsibilities, and level of accountability at the unit and organizational level.
Teamwork Is What Separates the Good From Great Companies
This knowledge provides the essential framework needed to take advantage of each team member's clinical skills and promote a cohesive teamwork approach to care. When we routinely collaborate, the clinical climate within our work environment rises, workplace satisfaction improves, and staffing retention soars.
All team members want to feel that their ideas and skills are valued. And increasing nursing workplace satisfaction is linked to positive patient care experiences. When patients are surveyed postdischarge, the department most often referenced for satisfying encounters is nursing. However, all interdisciplinary team members play a vital role in every patient care experience; for example, the social worker who helps arrange rehabilitation services, the physician who orders the curative treatment, the pharmacist who ensures that there are no drug interactions, and the dietitian who orders palatable food choices.
Some of the skills we bring to the interdisciplinary team are professional duties, but, more often than not, each specialty provides a unique personal touch during the patient encounter. Communicating the patient's current clinical condition, care needs, and progress during frequent interdisciplinary meetings allows all team members to identify the areas of care they can impact.
Coordinating interdisciplinary care for patients in today's work environment can be challenging—this is where situational awareness comes in. Situational awareness is defined as a comprehensive, accurate understanding of the clinical situation; planned interventions; and the roles, abilities, and limitations of participants.
During challenging situations, nurses should take a leadership role in offering assistance to other team members. As nursing continues to experience growth as a proactive profession, we must continue to foster patient-centered, interdisciplinary care.
Go team! You may be trying to access this site from a secured browser on the server.Teamwork is supposed to encourage an environment where difficult tasks can be tackled through a collaborative effort. One expert recently said the four drivers for successful teamwork are open communication, respect, commitment, and adaptability. When a business instills those pillars, possibilities are endless — or so it seems.
The survey found that feedback is an important part of team communication because improved team communication can enable improvement, retention, and stronger performance, according to the survey. One expert said there are several ways to deliver constructive feedbackbut one of the most important ways is to be clear and concise.
Managers should find a way to humanize the conversation, which means be open to the other person and realize something externally could be impacting their overall performance. Managers could also avoid extremes like being too blunt or delicate. Some ways to deliver constructive feedback comes by making it clear and concise.
Other ways are to avoid extremes like being too blunt or delicate. This helps the team feel they have more ownership of their work. Researchers said employees who believe their companies are able to deliver feedback and goal-setting are nearly three times more likely to work at a company two years in the future.
Kyle Schnitzer. While feedback can benefit in the short-term, it also has a positive effect on the future. Popular on Ladders. This one in-office exercise could drastically reduce your risk for heart disease.A skill we all learn as children is the ability to play well with others, and the need for this skill doesn't go away as we get older.
In fact, it becomes vitally important once we've entered the workplace. Employers expect employees to be team players, and teamwork is required in almost every industry, from corporations to information technology to retail.
This is true even if your job is primarily individual. You may complete your job duties alone, but you still must think of your work in the context of the company's goals and communicate your goals and accomplishments. No matter your role, you must be able to work well with a group—and communicate that fact to recruiters, hiring managers and prospective employers. Thus, an important qualification for any employee or manager is the development of effective teamwork skills.
But what skills, in particular, will strengthen your ability to work on a team? Here are five critical ones. Being a good team member means clearly communicating with the group. You must be able to clearly relay the essential information through phone, email, chat and in-person.
When communicating, keep a professional yet friendly tone. Remember that verbal and nonverbal communication is critical when working with a group face-to-face. Another important part of communication is listening well. Everyone needs to listen to the ideas and concerns of all group members for the team to be effective. When team members feel heard, they are far more likely to feel accepted, understood and part of the team.
Remember, effective listening is more than simply hearing the words shared. It involves hearing what's said and then responding appropriately based on that information.
People who "listen" without actually processing what was said to them can hinder teamwork. Conflict resolution skills are essential to creating a successful team. Even in the best of work environments, a conflict will occur from time to time. Avoiding or creating disagreements will only make things worse. One must be able to negotiate with team members to settle disputes and ensure agreement on team choices.
A reliable team member is a trustworthy team member. You show up on time, meet deadlines and complete your assigned tasks. You also show colleagues and employers that you can be trusted and depended on. If you aren't reliable, you're going to drag your teams down. People are more open to talking with you if you demonstrate respect for them and their ideas. Simple things like calling a person by name, maintaining eye contact and actively listening when someone speaks will make that person feel appreciated.
When you're able to develop these skills for successful teamwork, your group will maintain a good rapport, meet deadlines, complete tasks successfully and create a network of mutual respect and camaraderie.By Adam Bryant.
Building a successful team is about more than finding a group of people with the right mix of professional skills. Over the course of interviewing over leaders for Corner OfficeI asked them all about the art of fostering a strong sense of teamwork. Their insights can help you lay the groundwork for a highly productive team that can communicate, cooperate and innovate in an atmosphere of mutual trust and respect.
Hiring the right people is the most important part of building a strong team, of course, and delegating to give people more autonomy is a powerful motivator. But managing a team is not that simple. Leaders have to play a far more hands-on role to make sure the group works well together and remains focused on the right priorities.
There are six main drivers for creating a strong culture of teamwork — the things that, if done well, have an outsize impact. And the insights are applicable to any team or organization, from five people toAnother meeting-filled day? Meetings don't have to feel like time-sucks. With these tips and strategies, they can be efficient and productive. And that may sound simple, but it is often one of the greatest challenges that teams, divisions and companies face.
What does success look like? If you were to set up a scoreboard to track success over time, what would it measure? The trouble often starts when leaders start listing five or seven or 11 priorities. Those priorities have to be lined up as carefully as the trajectory of a rocket launch, because even the slightest miscalculation can take a team off-course over time. Another benefit of having a simple plan is that it creates a shared goal that will offset the tendency of people to identify themselves as part of smaller groups.
Think of a football team, for example.
10 Timely Statistics About The Connection Between Employee Engagement And Wellness
In the absence of that simple, shared scoreboard, people will make up their own ways to measure their success, Mr. Nash added. Once you have a simple plan, you have to keep reminding your team of the priorities, even if it can feel repetitive. People often have to hear something a few times before they truly remember it.
Marc Cenedellachief executive of TheLadders. There are certain behaviors that are encouraged and discouraged — like rules of the road — for how everyone is going to try to get along and spend their time. As a leader, you can take a laissez-faire approach and hope the team meshes well over time. There are no hard and fast rules for developing the cultural values of a team. In some cases, the founder of a company will issue them to employees.
In others, top executives will turn the exercise over to employees to make it a bottom-up effort. The most important thing is for the team or company to live by their stated values, rather than just going through the motions of the exercise, with people earning promotions even though their behavior runs directly counter to the stated rules of the road.