HOW TO BE A PLAYER.

There is no "1" in team. Get ahead earnings how to get along consensus in the age of accomplishment.

THE SENIOR MANAGERS AT YOUR COMPANY HAVE DECIDED to build a new Website, one that will allow them to perform both business-to-business and business-to-consumer e-commerce transactions on the same platform. It means changing everything about how the company's current site looks and performs. Or does it? To assess what should be done and how, your boss has been asked to pull together a team that tan analyze the situation and recommend what the company should do. You've just been asked to join this high-profile group.

Getting things done via the "team" approach is a concept corporate America has embraced for almost 50 years. And the concept has never been more popular than it is today, where management by consensus seems to be the rule. According to the Essential Manager's Manual by Robert Heller and Tim Hindle (DK Publishing, $29.95), "Teamworking is rapidly becoming the preferred practice in many organizations as traditional corporate hierarchies give way to flat, multiskilled working methods." Whether the teams come together for a limited time, are empowered, self-directed work groups, multifunctional quality councils, or problem-solving project units, they require both buy-in and commitment from their individual members in order to work.

"Teams come together for a specific purpose," explains Joyce Wingate Sligh, Ph.D., personal and corporate coach for the Opus One Group in Atlanta. "The key issue to be considered is knowing the distinction between working as a team and [working as] a collection of individuals." This is perhaps the biggest hurdle to overcome in being on a successful team, since our natural tendency is to do what is best for us as individuals. "A good team player participates in the team based upon their own belief systems, yet with their focus on the team's mission or agenda," adds Wingate Sligh.

The idea for workplace teams is drawn from sports, where individuals are brought together for their specific skills to be used for a common purpose or goal. But for the team to be successful, its purpose must be clear, its outcome or result clearly defined, and its impact--what it's supposed to do--identifies "Teams come together because [they're] trying to achieve a goal," says Anita Underwood, Ph.D., president of Partner Design Group, a strategic planning and executive coaching firm in Chestnut Ridge, New York.

Besides the team having clearly defined goals, the individuals that will comprise the team must know what's in it for them. For a team to be successful and meet its objectives, the individuals involved must see an advantage to being on the team. "The benefit of being on a team is that you broaden your experience base. You also increase your visibility in the company, which enhances your career marketability inside the company," she explains.

Underwood points out that given the changing demographics of the workplace--i.e., you're not the only woman, African American, or minority anymore--individuals will have to devise new strategies to be perceived as providing added value and having an impact on an organization. "Teams may be one way of doing that. It is an effective way of reaching more people than if you worked solo," adds Underwood.

The new preference for team management is built upon the concept that input from several people is usually better than the opinion of one. But putting a variety of people with varying skills together in a room does not make a team. "Many rimes companies think putting people together in a room creates collaboration and cooperation. And that's not the case at all," says Florence M. Stone, group editor for journals of the American Management Association and author of several books on the workplace. It is necessary to distinguish between a group and a team--they are not the same. Stone and other experts say teams are most successful when the people involved are willing to share their efforts, accomplishments, and process.

A successful team must have clearly defined operating rules and procedures so that members know how to participate and what is expected of them. "Teams are not necessarily democratic. Ifs up to the team leader to announce why the group is being formed," explains Stone. "Sometimes people are satisfied just being able to voice their opinion and are fine with that as long as they know in advance that the decision will be made by one person."

You've agreed to be on that new Website work team. Now, follow these five do's and don'ts to become the player--the "good team player"--that will help you to help the team do its best.

* DO: Understand the goal and mission of the project, and be committed to delivering on those expectations. "My responsibility as a team member is to be willing to support the mission of the organization, team, or group. There must be a commitment to the vision and the accomplishment of the team mission," says Wingate Sligh.

* DON'T: Go into a team assignment with an antagonistic attitude, defensive posture, or separate agenda. Don't lose sight of the team's assignment. It destroys the mission, and the overall goal won't be met.

* DO: Know your work style and what role you will play in getting the job done. Communicate your competence to the team, Do you work best in the morning, afternoon, or evening? Are you good at facilitating discussion, or are you a detail person? "You must know yourself and be willing to share this information with others," says Underwood.

* DON'T: Agree to processes or procedures then not abide by them. "Have the courage to own up to your shortcomings to whomever is responsible for the team," says Wingate Sligh. "Most teams get together then start assigning tasks before they lay the ground rules and do the assessment of every team member's strengths and weaknesses," adds Underwood.

* DO, Know the project's deadlines and milestones, and match them against your personal timetable. "The worst behavior of a team member is the failure to deliver against agreed-upon expectations," says Underwood. "It jeopardizes the effectiveness of the team, the ability to meet the team's objectives, and compromises the team's spirit." A good team player proactively communicates with team members about the status of their work and any changes in it. "They let you know up front what's going on ahead of time. They are sensitive to how their work impacts others. They find alternative solutions and put the goals of the project first, and themselves second," adds Underwood.

* DON'T: Overpromise and underdeliver. "It's much better as a team member to communicate in response to what's expected of you," says Wingate Sligh. Don't accept responsibility for something you know you are unwilling or not capable of doing.

* DO: Know your communication style and those of your teammates. Do you prefer phone, fax, or e-mail? Do you like to meet often or infrequently? Do you like lots of details or just the info on your part of the project? Are you actively listening and taking others' opinions into account? How about your teammates? Discuss your expectations and willingness to share opinions and participate in the process. Know how frequently reports are expected and who should receive copies of all communications.

* DON'T: Share confidential information outside the team. Don't assume teammates know what you're thinking or feeling without articulating it, or that you are willing to pitch in without being specifically asked. Acknowledge receipt of a communication--however it is sent--in a timely fashion, "even if you don't have the answer, or the answer they're looking for," advises Underwood.

* DO: Be willing to resolve issues quickly and directly. "Most people are afraid of confrontation, and they are afraid of giving negative feedback. So they collaborate with others to drum up support for their position, instead of resolving the issue with the person with whom they're having the problem," says Underwood, Be open and tolerant of others. Be willing to respect other points of view, even if you disagree, Direct your criticism at specific ideas, not at the people who have the ideas. You have the right and responsibility to say what you think. "Take personal responsibility for yourself and do hot let [what others think] of you interfere with the mission of the team," adds Wingate Sligh.

* DON'T, Bring your personal issues--prejudices, private, or family problems--into the team to get them involved. Don't bring issues that should be resolved one-on-one to the group to be discussed. If you can't reach an agreement with the team member you have the problem with, go to the group leader to discuss and resolve it. Don't fail to acknowledge other points of view, or their value and input to the team.

RELATED ARTICLE: Seven Tips to Great Team Leadership

A good team leader is critical to the success of any work team, from deciding upon the qualities, skills, and individuals needed for the team to managing their process, progress, and results. The team leader must get buy-in from everyone involved--team members and management. "A good team leader is like a conductor of a symphony orchestra. He or she makes sure ail the instruments are in harmony," says Underwood.

1 > Define, clarify, and stay focused on the objective. Be able to communicate that message to team members.

2 > Get the team to establish a common goal and means of getting there. Get buy-in on deadlines, progress points, operating standards, and expectations on both sides; learn what each side needs and what each team member wants to get out of the experience.

3 > Determine how you will lead--by consensus or decree. "If consensus is not your style, don't let a team think you are ruling by consensus; they won't continue to contribute. If dominating is your style, don't try leading a team," advises Florence M. Stone of the American Management Association.

4 > Make team members feel wanted, valued, and appreciated for their contribution. "Set up opportunities where people are really listening to each other," says Stone.

5 > Be clear about the role and contribution each team member is expected to make. This instills team spirit. The most successful and effective teams have individuals that push each other to be more productive. "The person who keeps this from being divisive is the leader. They can keep the [rivalry] in perspective so that [team members don't take it out] on each other," adds Stone.

6 > Establish team trust by delegating some tasks and authority. In the Essential Manager's Manual, the authors suggest breaking down each project into single tasks and goals and assigning them to individual members. Give them the authority to make decisions in their area of expertise, but emphasize that they must keep you informed of their progress.

7 > Get support for the team and its goals from senior management. Find a senior-level manager who is willing to serve as a team "sponsor."

RELATED ARTICLE: TEAM LEADER

Kevin Holston
Senior Manager, Quality Assurance and Performance
Analysis, Concert Inc.
Atlanta, Georgia

In the virtual world, time flows seamlessly. There is no night or day; there are no geographic boundaries. The ability to reach out and touch someone or something is only a click away. But managing the people who manage the systems that make this virtual world function takes more than a click. It demands a coordinated team effort.

For that team to operate smoothly, it must have a leader. Enter Kevin Holston, senior manager of quality assurance for Concert Inc., a global joint venture between AT&T and British Telecom, Holston supervises an international team of 20 in four locations: Amsterdam, Paris Reston, Virginia, and a group in Atlanta. And that, says Holston, is the biggest challenge.

"Trying to manage people different cultural attitudes, work ethics languages (`I speak English and Spanish, but that doesn't help with Dutch and French'), and time differences is key. Luckily, I have a group of people that are pretty motivated as long as they understand what's needed."

Unlike teams brought together for a limited time, Holston's global group is a formal, permanent structure. It's job is to analyze the data and voice performance of the Concert networks that its clients. Unisys, Goldman Sachs, Dell, and Merril Lynch, among others, use. What unites the team and makes it work, according to Holston, is its attitude and responsibilities. "This team is solely focused on measuring the quality of the service of the network and improving our processes with a direct link to operations and product marketing." he explains. "The people [involved] have to be self-motivated. Other than e-mail and audio and video conferencing (in that order), there is nothing that requires anyone to check in. Delivering is what's important. You have deliverables and timetables, and as long as they are met, there is no reason to escalate the contacts." To help, Holston has a local team coordinator who is either a manager of the group in that city or has been designated the coordinator.

From a leader's perspective, the key to having a cohesive team is communication "You must be able to listen--primarily to team members--to understand, and not with other intentions. That helps you keep a pulse on how the team is doing overall and its morale."

Besides listening to members, trust, remembering where you came from, and fostering a sense of independence are vital. "The team must trust you. The manager has to be connected and have the skills to orchestrate the team. [To the degree] that you aren't performing the work, you have to be in touch with the people who are and understand the complexity of what it will take to get the job done. Then, you try to buffer your people so that you can give them opportunities to grow, [become independent, and] get things done," adds Holston.

Great Guides for Teams

* Essential Manager's Manual by Robert Heller and Tim Hindle (DK Publishing, $29.95)

* The Team Building Tool Kit: Tips, Tactics, and Rules for Effective Workplace Teams by Deborah Harrington-Mackin (AMACOM, $17.95)

* Keeping the Team Going: A Tool Kit to Renew & Refuel Your Workplace Teams by Deborah Harrington-Mackin (AMACOM, $17.95)

* From the Outside In: Seven Strategies for Success When You're Not a Member of the Dominant Group in Your Workplace by Renee Blank and Sandra Slipp, Ph.D. (AMACOM, $17.95)

RELATED ARTICLE: TEAM MEMBER

Lenora Edmonds
School Social Worker
South Main Street Elementary School, Pleasantville School district
Pleasantville, New Jersey

No matter how you look at it, these days being an educator takes more than knowing the three R's; it takes teamwork, teamwork, teamwork. At least that's the structure being used in most schools to meet the needs of their constituents.

"The team approach to education is not really new," says Lenora Edmonds, a social worker at South Main Street Elementary School in Pleasantville. New Jersey, "but the demand is so great, there are more school social workers and teams new than before." A reflection perhaps of out changing society, more schools today use a team approach to educating children. Their focus: employ a comprehensive strategy incorporating teachers, psychologists, education specialists, and social workers to meet children's academic and social needs.

"Teams work well because you not only have a social worker working with the family, but you have the educational consultants determining where the child is and how they learn best," explains Edmonds, whose team is made up of a speech and language therapist, learning disabilities specialist (LDS), psychologist, nurse, and guidance counselor. Edmonds' focus is on the child's environment and familial surroundings. Other team members focus on testing and emotional concerns, how the child learns best--visually or aurally, or if there are physical health concerns. Teachers serve as unofficial team members, initially evaluating a child's performance and alerting the team to a child's special needs.

Edmonds says the best thing about this approach is that each child is treated as an individual, "which allows us to develop a customized strategy--an IEP, or Individualized Educational Plan--and information for the teacher to work with the student." The drawback, however, is that often the team has no control over the situation or the problems that may be affecting the student.

The other advantage to the team concept is just that. It consists of a team made up of those with certain specialties and skills coming together with a solution. "One person doesn't have the answer for everything, but if you have a team determining those needs, you can come up with a plan of action," Edmonds adds.

As the case manager, Edmonds serves as the team leader but says the planning is really done by team consensus. "I can't make a decision or develop a strategy until I've met with the team." And what makes for a good team player? "Communication is really important as is listening to your team members." For the team to work, says Edmonds, everyone must do their part within the deadlines specified by state and federal guidelines. "I work really well with the team because each person does their part. So as the case manager, when I develop the IEP, it makes it easier if they've done their work."

When translating a concept like teams to an environment involving both home and school, Edmonds says nothing counts more than flexibility. "Because I know parents can't always be available during the day, I must be flexible. And, if we need to change a meeting time, use outside sources, or do testing at some other time, other team members must be flexible, too."