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5大秘訣打造最佳團(tuán)隊(duì)

5大秘訣打造最佳團(tuán)隊(duì)

Jennifer Alsever 2014年04月15日
五仁月餅的故事告訴我們,不是把最好的東西放在一起就能得到最好的組合。打造最佳團(tuán)隊(duì)也是一樣,不是把最有經(jīng)驗(yàn)、最聰明的人拉到一起就完事了。資深團(tuán)隊(duì)領(lǐng)導(dǎo)人的經(jīng)驗(yàn)告訴我們,打造優(yōu)秀的團(tuán)隊(duì)也要講究方法。

????最優(yōu)秀的公司和機(jī)構(gòu)都會(huì)鼓勵(lì)和支持管理高層、部門內(nèi)部和部門之間的團(tuán)隊(duì)合作。優(yōu)秀團(tuán)隊(duì)的秘訣并不是把最有經(jīng)驗(yàn)、最聰明的人放在一起那么簡(jiǎn)單。下面是打造優(yōu)秀團(tuán)隊(duì)的五條建議:

????? 努力推廣隨意性的交流——會(huì)議未必有用

????在洛杉磯護(hù)膚品公司Beautycounter,公司CEO格雷格?倫弗魯為了促進(jìn)團(tuán)隊(duì)合作,鼓勵(lì)五個(gè)人的高管團(tuán)隊(duì)花更多時(shí)間進(jìn)行一對(duì)一的談話——比如在辦公桌前五分鐘的簡(jiǎn)短對(duì)話,或者一起喝一杯咖啡。她盡量限制參加對(duì)話的人數(shù),避免冗長(zhǎng)的電子郵件、事先安排好的電話呼叫和漫長(zhǎng)的正式會(huì)議。相反,她選擇了簡(jiǎn)短的站立式會(huì)議和小組碰頭會(huì)。

????這與最初的情形截然相反。當(dāng)初,她發(fā)現(xiàn)自己幾乎整天都在開會(huì)?,F(xiàn)在,她的團(tuán)隊(duì)配合更默契,工作效率更高。

????她說(shuō):“這些做法幫助我們保持同步。人們可以做到果斷,也可以保持靈活性,而且不會(huì)再被無(wú)休止的繁文縟節(jié)拖累?!?/p>

????良好的溝通是涉及團(tuán)隊(duì)合作的標(biāo)準(zhǔn)說(shuō)辭。但麻省理工學(xué)院(Massachusetts Institute of Technology)的研究人員發(fā)現(xiàn),在全部工作時(shí)間內(nèi),鼓勵(lì)隨意的對(duì)話對(duì)于打造優(yōu)秀團(tuán)隊(duì)至關(guān)重要。麻省理工的研究人員使用帶有傳感器的徽章,在數(shù)十家公司捕捉人們的肢體語(yǔ)言、手勢(shì)和語(yǔ)調(diào)。結(jié)果,研究人員可以根據(jù)溝通方式,非常準(zhǔn)確地預(yù)測(cè)出一個(gè)團(tuán)隊(duì)的績(jī)效。表現(xiàn)最差的團(tuán)隊(duì)花更多時(shí)間坐在一起開會(huì),團(tuán)隊(duì)中有一位占主導(dǎo)地位的成員,或者人們只是在說(shuō)或聽,卻無(wú)法兩者兼顧。

????事實(shí)上,麻省理工學(xué)院的亞歷克斯?桑迪?彭特蘭表示,在走廊或休息室進(jìn)行的非正式對(duì)話對(duì)團(tuán)隊(duì)工作效率的重要性甚至超過(guò)了團(tuán)隊(duì)成員的智商、技能或經(jīng)驗(yàn)。

????他發(fā)現(xiàn),優(yōu)秀團(tuán)隊(duì)的成員不會(huì)只注重內(nèi)部交流。更有創(chuàng)意的團(tuán)隊(duì)會(huì)經(jīng)常與其他部門溝通。而這是許多人都忽視的事情。彭特蘭說(shuō):“組織結(jié)構(gòu)圖顯示你應(yīng)該與這六個(gè)人溝通,但如果你僅限于和這六人溝通,那么你最終可能被同樣的創(chuàng)意堵住思路,結(jié)果無(wú)法產(chǎn)生新的想法?!?/p>

????? 拋棄等級(jí)制度

????卡耐基梅隆大學(xué)(Carnegie Mellon University)的團(tuán)隊(duì)合作研究員安妮塔?伍利表示,雖然大多數(shù)領(lǐng)導(dǎo)者認(rèn)為他們應(yīng)該負(fù)責(zé)發(fā)號(hào)施令和制定議程,但實(shí)際上,團(tuán)隊(duì)需要他們作為促進(jìn)者,挖掘所有團(tuán)隊(duì)成員的潛力。最優(yōu)秀的團(tuán)隊(duì)在外人看來(lái)可能并沒(méi)有明確的負(fù)責(zé)人。事實(shí)上,許多團(tuán)隊(duì)根本不需要領(lǐng)導(dǎo)者。

????紐約的俄耳甫斯室內(nèi)樂(lè)團(tuán)(Orpheus Chamber Orchestra)就是一個(gè)例子。40年來(lái),這個(gè)樂(lè)團(tuán)舉行音樂(lè)會(huì)從來(lái)不用樂(lè)隊(duì)指揮。對(duì)于演奏曲目、演奏方式、加入樂(lè)團(tuán)的人選以及巡回演出的地點(diǎn)和時(shí)間等問(wèn)題,樂(lè)團(tuán)的34位音樂(lè)家可以各抒己見。

????樂(lè)團(tuán)執(zhí)行理事克里希那?契亞格拉杰說(shuō):“舉辦一場(chǎng)音樂(lè)會(huì)無(wú)非就是管理一個(gè)短期項(xiàng)目而已。”

????樂(lè)團(tuán)會(huì)選出一個(gè)核心團(tuán)隊(duì),監(jiān)督每一首曲目的練習(xí)和表演,而且每三年選出三位藝術(shù)總監(jiān)。任何人都可以發(fā)表意見,同事互相評(píng)價(jià)工作績(jī)效。

????契亞格拉杰表示,并不是所有決定都能達(dá)成共識(shí)。但這個(gè)樂(lè)團(tuán)有職業(yè)樂(lè)團(tuán)最高的工作滿意度,并迅速成為全世界最優(yōu)秀的樂(lè)團(tuán)之一。按契亞格拉杰的說(shuō)法,樂(lè)團(tuán)獨(dú)一無(wú)二的表演“令人心潮澎湃”。

????他說(shuō):“你能看得出,他們呼吸與共,彼此期待,共同進(jìn)退。它是一股巨大的力量?!?/p>

????Some of the best performing corporations and institutions are those that encourage and enable teamwork—in the C-suite, within groups and across divisions. The secret to a great team is not simply about having the most experienced or smartest people on board. Here are 5 ways to build a top-performing team:

????? Push for casual conversations-- not necessarily meetings

????To boost collaboration at her Los Angeles skincare company Beautycounter, CEO Gregg Renfrew encourages her five-person executive team to spend more time talking one-on-one with each other—whether it's a five-minute desk-side conversation or grabbing a cup of coffee. She tries to limit the number of people in conversations, avoid lengthy emails, scheduling phone calls and long formal meetings. Instead, she opts for quick stand-ups and group huddles.

????It's an about-face from her early days, when she found herself booked in meetings all day. Now, her team can be far more collaborative and gets far more done.

????"It helps us stay in sync," she says. "You can be decisive, you can be nimble, and you don't get caught up in red tape."

????Good communication is standard teamwork rhetoric. But casual conversations throughout the day can be vital to top-performing teams, according to researchers at Massachusetts Institute of Technology. Using badges with sensors that capture body language, gestures and tone of voice at people at dozens of companies, MIT researchers could predict with eerie precision a team's performance based on the pattern of communication. The worst performing teams sat in more meetings, had a dominant team member or people who talked or listened but did not do both.

????In fact, those informal conversations in the hallways or the break room may be even more important to team productivity than team members' IQ, skill or experience, says MIT professor Alex "Sandy" Pentland.

????Great teams don't just talk amongst themselves either, he found. The more creative groups talked to people outside their own group—a lot. Yet it's something most people forget to do. "The org chart says you talk to these six people," says Pentland. "If you only do that then you get stuck with the same ideas going around and around again instead of new ideas."

????? Throw out the hierarchy

????While most leaders think they must do the talking and set the agenda, teams really need them to be facilitators, bringing out the contributions of everyone, says Anita Woolley, a Carnegie Mellon University researcher who has studied teamwork. The best teams may be those that, to an outsider, it's not entirely clear who is in charge. In fact, some teams need no leader at all.

????Just look at the Orpheus Chamber Orchestra in New York. For 40 years, the orchestra has worked in concert—literally –without a conductor. All of the 34 musicians get to make suggestions on what is played, how it is played, who can join the orchestra, and where and when they tour.

????"Putting on a concert is nothing more than managing a short-term project," says Krishna Thiagarajan, the orchestra's executive director, whose role is akin to a band manager.

????The group selects a core group to oversee practice and performance for each music selection and elects three artistic directors for three-year terms. Anyone can give input and peers judge job performance.

????Not every decision is a consensus, says Thiagarajan. But Orpheus has the highest job satisfaction of any professional orchestra and has catapulted to become one of the best in the world, delivering what Thiagarajan calls unique, "spirited" performances.

????"You can see them breathing together, anticipating each other and working together as a team," he says. "It's a huge rush."

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