Viable business teams are the most capable, practicable, and workable with the ability to grow, when engaging imagination and stimulating intellect. They do more than complete projects – they bring vivid new dimensions to the outcomes of the companies strategic initiatives, giving the organization a leg up on the competition. 

Teams don't always naturally work together, though. In many cases, it requires work, investment and leadership.

Here are five ways to develop viable business teams that work together.

Know What Motivates the Members of the Team

One of the first steps to develop a healthy team is to understand what motivates each of the members. To facilitate this process the Color Code Personality Assessment provides a comprehensive report that identifies their Driving Core Motive, and why they do what they do. It also identifies strengths and limitations, and communication strategies to enhance the productivity of the team. The goal is to create a balance of the four personality types to bring strengths from each color so that the team can optimally outperform the status quo. It goes beyond simply putting a team together by title only. As members know themselves and understand others, it is easier to achieve the competencies required to be successful. Members gain a clear insight as to who to assign the different roles and responsibilities based on strengths and develop a genuine respect for their different communication and processing information styles.

“Motivation is the art of getting people to do what you want them to do because they want to do it” – Dwight D. Eisenhower

Know the Purpose with Clear Defined Objectives

Nothing stifles a team quicker, causes confusion and frustration faster than sloppy, ambiguous directives. Prior to pulling the team together, senior executives need to brainstorm and solidify their distinct objectives with clearly defined goals. These goals should include every aspect of the projects timelines; the budget to work within; and the resulting outcome. The senior executives should accomplish the preplanning through the company's project managers, who develop the plan for presentation to the team with their sign off. The formal presentation to the team should include a senior executive to reinforce the importance of the initiative, developing a sense of pride and ownership for being picked as one of the team members.

“Efforts and courage are not enough without purpose and direction.” - John F. Kennedy

Rules and Roles for Members

These two areas are crucial to minimizing time wasted. A team should not have to work at figuring out rules on the fly. Rules should be predetermined and include: who is responsible for holding and attending which meetings; who is in charge of coordinating communication; best practices for emails; and who is the information provider for updates, changes and urgent issues.

Roles are where the rubber hits the road. By knowing in advance the strengths of each member, roles should be assigned accordingly rather than randomly – play to the strengths of the team's players. Instill a candid non-threatening environment where members feel comfortable asking questions for clarification or offering information. Their role determines what they are responsible for, enhancing the group's ability to work together as a viable team.

The Golden Rule - “Do unto others as you would have them do unto you.”

Seek the Win-Win

One of the best books on the win-win is Stephen R. Covey's 7 Habits of Highly Successful People. This information can be acquired through a virtual training that helps the team go beyond mere negotiation and compromise to a willingness to embrace the Win-Win mindset, elevating the ultimate outcome. Win-Win takes work, and isn’t usually instituted as much as the compromise/negotiate thinking, but it has been proven by countless major corporations around the world to be the gold standard for teams that work well together and produce outstanding results. Investing in the team with these best practices will bring lifetime returns on the investment.

“Be Proactive, Think with the End in Mind; Put First Things First; Think Win Win, Think First to Understand Then to Be Understood, Synergize and Sharpen the Saw”

Recognize and Reward

It has often been said that people work harder for praises than raises. When you bring a team of talented individuals together who have the opportunity to shine and work at their best strengths, they experience a feeling of purpose and accomplishment as they bring home the results. Their achievements deserve to be recognized, especially when they blast through previous company measurements. It’s the sincere, genuine “pat on the back” and “job well done” statements from the executive team that go a long way to instilling a culture eager to participate and show up giving their all. One way to know what would be the best recognition for the team is simply to ask. Don’t assume that what rewards the team leader rewards the pack. This too can be a fun way to give the team the opportunity to design their recognition and rewards collectively, bringing about a true celebration.

“Teamwork is the foundation of success. The three universal questions that an individual asks of his coach, player, employee, employer are: Can I trust you? Are you committed to excellence? And, do you care about me? – Lou Holtz

Incorporating and investing in the 5 Steps to Get Your Team to Work Together will increase your productivity, improve your communications, lower your costs and achieve breakthrough accomplishments that sets you apart as an industry leader.