Sometimes it becomes necessary to get rid of the people who undermine the team’s success. In order to maximize the results of a team’s efforts, winners need to be developed and kept, and losers need to hit the highway.
“As you get rid of the boneheads, more good ideas will pop up, less drama will ensue, and you'll find the real core performers,” says Boland.
Personal satisfaction and fulfillment occurs when teams feel comfortable, and people are able to be themselves. This is when a productive and stable team can emerge.
Important behaviors in achieving teamwork include a commitment by team members to share information, express positive expectations about each other, empower each other, promote good morale, and resolve potential conflicts.
Teams must be given the skills they need to cope and perform in difficult situations and the confidence that they have the team leader’s trust to succeed. Even failure can lead to future success of the team. When a group works together toward a goal and cannot achieve it, it can then use that example to build on in the future. A team can bond over what worked and what didn’t and use that to move forward.
According to Boland, individuals at all levels of responsibility want to feel important and to feel confident in their talents and abilities. They want leaders and management to trust them and to take responsibility for the outcome of their actions on the job.
Recognize each other’s strengths, work together toward a common goal, and learn from each other along the way. This is the core of building teamwork in the hangar.
This is the fourth in a series of articles on the Dirty Dozen. The Dirty Dozen was developed by Gordon Dupont at Transport Canada. They are critical factors in the area of human factors and safety; they are complacency, lack of knowledge, lack of teamwork, distraction, fatigue, lack of resources, pressure, lack of assertiveness, lack of communication, norms, stress, and lack of awareness.