A few years ago, I was part of a team that was starting to work together under very difficult circumstances: We had to finish a showcase in the Industry 4.0 area within just six weeks. The task required a truly cross-functional team, not only to create software components, but also to solve challenges in the areas of mechanics, sensors and electronics. Since the team consisted only of software developers, we had no choice but to develop the missing competences within a very short time.
Despite the challenges, we finished on time. We delivered a result that not only met expectations, but even exceeded them. And without too much stress at all. It was an exciting, creative time and we all learned a lot of amazing new things. Even the high time pressure, a big stress factor at the beginning, proved to be helpful, as it had prevented us from getting distracted.
The right boundary conditions were essential for this success. First of all, we were not only focused on delivering results, but also took the time to acquire the missing skills. Another important point was the clear and transparent goal that motivated the whole team.
But above all, we had been successful as a team: We had implemented a few elementary success factors which are key to teamwork – and which, unfortunately, are still far too often underestimated: We solved the task in real teamwork, with joint responsibility for the goal, and over the course of the project we developed into a real cross-functional team that was able to cover all necessary competencies on its own. In the following, I will shortly explain which factors enabled this in our case.
Curiosity. From my point of view the most important point. Only with the appropriate curiosity was it possible for us as a team to find solutions in technology areas that none of us really had experience with.
Openness. If all members approach a matter openly, this means that internal team communication is much more transparent and risks and possible difficulties are not postponed to the end of the project but are addressed and resolved early on. Because far too often we avoid clearly addressing sensitive points and foreseeable problem areas (“Nobody says anything about it, then I’d better not start this topic…”). In this way, many teams accumulate a mountain of hidden problems that loaf unsolved. The earlier problems are addressed, the sooner good and creative solutions can be developed.
Courage. Above all, the courage to simply try out new things, not to be afraid of failure. This led to novel and creative solutions. The courage to criticize existing solutions and then improve on them considerably. And, the courage to venture into new, unknown topics.
Heroes. It is a myth that in an equitable team there should be no leader. Why not let Mr P. drive the solution for this problem in an area he is particularly interested in? Or trust T. and her creativity when it comes to particularly tough challenges? It is important that the …read more
Read more here:: B2CMarketingInsider