Business needs people united by the interests of the cause, a common goal. What leader doesn’t want to build a real team? However, most often they do not get a dream team, but a “gang”, whose members are together, because it is profitable, although, in fact, every man is for himself. Money is more important for them than business, and at the first opportunity to earn more, wolves easily abandon their pack. Or another version of the team — «kindergarten». Here, on the contrary, everyone loves and supports each other, it is pleasant and safe to work in such a team. I once gathered such a team in the sales department. Great, you say? That’s just sales dipped! Because relationships are more important than business. And ideally, both money and relationships should be only means to achieve a common goal.
Yes, I have been creating teams all my life, but I still dissuade my fellow businessmen from this venture. Because the team is too complicated and expensive. However, it is not always necessary.
Let’s start with the fact that not every leader is up to such a task. There are very few truly smart and strong leaders who care about business and the team. A little more — smart and constructive, defending only their own interests. The vast majority of leaders are just stupid noise makers. Among them there are those who want to suggest the best, but do not have the necessary competence. And those who are always dissatisfied and only know how to destroy everything, I call them destructors. I’m not talking about the fact that among the leaders there are «non-leaders» at all.
Secondly, you still need to look for employees in the team! Somehow, three talented young people who were trained at Sinton created an organization according to my template and in a few years became market leaders in the sale of various instruments. And everything was fine with them while they worked in large cities. And as soon as they went to the periphery, they stopped. “I personally have to come and select managers, sellers, leaders. I feel like Diogenes, who walks with a lantern and shouts: “Looking for a man!”, One of the founders shared with me. Because there are many drunkards, lazy, intimidated, unable to think. And the few smart, creative, active specialists who have not lost the ability to trust others are more “expensive”. So, two main questions arise: are there any personnel? and are they affordable?
Let’s say we have the very rare type of leader who wants and can create a team. But is it necessary? Sometimes this is required by the specifics of the business — for example, if the company sells exclusive services or goods. For example, sports cars. Let’s say I’m a billionaire. And for me it is not a question to replenish my fleet with a brand new Maserati. And you know what will be decisive for me when buying? Not the characteristics of the car, but the expression on the face of the consultant girl, her smile, intonation, manner of communication. Research confirms this. It is important for a person who does not count money to enjoy the shopping process. And if formal, cold relations are accepted in the team, it is unlikely that the girl will meet me as a brother — as easily, freely and sincerely as possible.
Teams need to be created in companies where creative developments are being carried out — it does not matter whether we are talking about a team of programmers, designers, advertisers. Is it possible for them to set a task and fine for arbitrariness? Past! There must be a different atmosphere. And in other cases, it is easy to do without a team — many tasks are easier to solve without any interactions and motivations.
At the same time, the optimal team size is 7-12 people. It is also possible that each of them creates his own team — a department within the same company. But even with such a structure there is a limitation — 50 employees. If more, the team cannot form either in Russian or in foreign business. I was convinced of this in 30 years of my practice: structures are destroyed, unity and personal communication are lost. This is where a lot of startup leaders “break down”: at first, enthusiasm — all the aggressors fly together, and when the organization grows, the team spirit disappears. When asked to stay to prepare for an important event or go on a community work day, everyone immediately has excuses. The authorities freak out — and prescribe job duties, fines.
In my opinion, the structure of the organization should be built as follows: at the top there should be a team, a kind of “core” of interested people who are passionate about one thing and trust each other, under the command is the apparatus, and below is the production conveyor in which people are an attachment to machines . And in these constructions there are completely different rules, management styles, approaches to work. Compare?
The ideology of the device:
- The purpose of the work is money or power. Here it’s every man for himself. If you don’t eat, they will eat you.
- Don’t trust and shut up. Keep your distance, avoid touching — it brings you closer!
- Yours are only those who are for you against your opponents. There is no real friendship at work, there are alliances: I am friends with the enemies of my enemies.
- The goal is to work less, get more.
- Throw off the boss — become the boss!
The philosophy of the chief in the apparatus:
- The task of management is to load more, pay less.
- People do not want to work, they need to be forced and controlled, caught in hack work and sabotage. They are staff.
- In the apparatus to beat with words, to punish with a salary — this is the norm.
Philosophy of the subordinate in the apparatus:
- Work is not a wolf, it will not run away into the forest. I will not do anything that is not within my responsibilities.
- You are treated well only when something is needed from you. When necessary, treat people well. But to pretend that you are trying and caring is useful.
- You can lie, the main thing is not to get caught.
- Lies — all, do not trust anyone.
- Write everything down so that they don’t run over and throw it.
- If you run into, portray Durik or the Victim.
- As long as it is profitable, keep the agreements, be friends with friends, respect employees and work.
Team ideology:
- We have a common goal and common values. We are our own and come to do business, and not shirk.
- We are not employees, we are employees. Everyone is responsible for their own, but if necessary, ready to help. An indifferent “This is not my responsibility” is impossible.
- The interests of management and employees are common. The leader and his subordinates are not enemies.
- You can ask questions openly and trust the answers. My colleagues are honest people, there is no double meaning behind their words, there will be no setup.
- We write for memory, not for protection.
- In a team, close range and touch are normal. We are ours.
- We do not fine our own and do not beat them for mistakes. Behind the mistake is a lack of experience and skills: we support and teach. We demand from ourselves and others, but this is just respect for the cause.
Do not want to work in the machine? No one bothers to hang various «bunches» on it — and in your small division, whether it be a travel department, a sales, procurement or logistics department, build team relationships. But are you sure that your team will not turn into a «kindergarten» or «gang»? You know, some corporations deliberately use strategies that prevent any commands from appearing. Because there are people who create a team for themselves, their tasks and against the authorities. And if the employees are disunited, do not trust each other, are afraid of everything and do not go beyond the limits set by the management, then such a development of events does not threaten the company.
If the “crooked” team nevertheless took shape, dismissing the anti-leader and putting your own person in his place is a bad decision that will not change anything. The newcomer will be destroyed by the atmosphere, because he is alone. In this case, it is better to leave the “rotten” unit alone and start creating a parallel structure with similar functions, recruiting the “right” people there. And then shut down the old division—perhaps by inviting someone to move to the new one.
Still have a desire to create a team? Then apply the «rule of sourdough». The team should have at least three people who are the prototype of the team: they are passionate about deeds, ready for exploits even after hours, and strong enough to «digest» new employees — that is, charge them with a team ideology, which is broadcast by their own behavior. So after some time, beginners themselves turn into enthusiastic and sincere adherents of the work. The main thing is to regularly supply new people to the starter, otherwise the team will rot. But preferably one at a time, so as not to break the atmosphere. The one who manages to create a team will build a modern successful business.