About The Five Behaviors of a Cohesive Team
TEAMWORK IS THE GREATEST ADVANTAGE ANY ORGANIZATION CAN HAVE
Research shows that highly cohesive teams consistently outperform other groups of people. Why? Because cohesive teams:
- Make better, faster decisions
- Tap into the skills and opinions of all members
- Avoid wasting time and energy on politics, confusion and destructive conflict
- Have more fun while being more productive
But how does a “normal” team become a highly cohesive team? They do it by dedicating time and effort to instilling five key behaviors:
Trust One Another
Members of great teams trust one another on a fundamental, emotional level. They’re comfortable being vulnerable with each other about weaknesses, mistakes, and fears. They get to a point at which they can be completely open with one another, without filters.
Engage in Conflict Around Ideas
Members of teams who trust one another aren’t afraid to engage in conflict around ideas that are key to the organization’s success. They don’t hesitate to disagree with, challenge, and question each other, all in the spirit of finding answers, discovering the truth, and making great decisions.
Commit to Decisions
Teams that engage in conflict around ideas are able to gain commitment to decisions, even when some members of the team initially disagree. That is because they ensure that all opinions and ideas are put on the table and considered, giving confidence that no stone has been left unturned.
Hold One Another Accountable
Teams that commit to decisions and standards of performance do not hesitate to hold one another accountable for adhering to those decisions and standards. What’s more, they don’t rely on the team leader as the primary source of accountability; they go directly to their peers.
Focus on Achieving Collective Results
Team members who trust one another, engage in conflict around ideas, gain commitment to decisions, and hold one another accountable are more likely to set aside their individual needs and agendas and focus on achieving collective results. They do not give in to the temptation to place their departments, career aspirations, or status ahead of the collective results that define success.