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V O L . X X I N O. X X V N OV E M B E R 2 , 2 0 1 5 18 H OW TO Y ou're responsible for accomplish- ing some result that requires the eff orts of a number of people. at establishes several specifi cs. First, as the leader and focus of this activity, you will organize and man- age the work of diff erent people to achieve a single end. en, there will have to be com- munication in various forms through multiple channels. And your respon- sibility will have to be subdivided. You retain it overall, but share it and delegate it in the process. You must satisfy the expectations of those you answer to, and you must have productive response from those who answer to you. All that being so, you are the director of multiple layers of team- work. All of your constituencies share a fundamental defi nition, but each of them is distinctly diff erent in how it works. You are in the catbird seat at every stage in every function. None of this is easy, which is why we see so little really eff ective teamwork in these situations. When it's a true project, all the challenges are hyped by some level of complex- ity, risk and uncertainty — but the essentials exist in any group eff ort to do something. Whatever the nature of the activity, the human involvement is the most cru- cial element. It's the people who make the thing work. People also constitute the most volatile and unpredictable asset, which makes it the most impor- tant in terms of leadership thought, attention and time. In short, getting the individuals to do their parts, and getting the group to properly manage its relationships, is the defi nition of group leadership. e whole thing at work is called "teamwork." at term is among the vital con- cepts we toss around so frequently and so carelessly. We should think about it a little more, and spend some time working out just how we could make it more eff ective. Teamwork refers to the behavior of people any time a number of them are engaged in a common endeavor. It can be done poorly, or in a mediocre fashion — or superbly. It's no mystery why prideful out- comes are so rare; people often don't work to earn them. And it is work. 1. First, get the right people. Senior management of the organization must believe in the eff ort enough that people with the necessary skills are assigned to the work. No more of this, "Hey, do what you can with who you've got!" stuff . 2. Second, make sure the executives are clear on what is to be accomplished and the level of nonhuman resources they therefore are committed to invest in it. Are the functional man- agers willing to reallocate workload so people actually have time to devote to this project? 3. ird, build commitment and col- laboration among the people doing the work. Does each person buy in thoroughly enough to ensure he or she can be relied upon to get the assignments done, on time and up to expectations? Will they take the time to communicate properly, and really help each other? None of this is all that mysterious, once we stop to think about it. And talk about it. In most organizations, though, the frank conversation is not comfortable, and doing the teamwork right is not easy. If you value the results, you'll do it anyway. J M , a Por tland- b a s e d c o n s u l t a n t a n d c o a c h , c a n b e r e a c h e d a t @ . Advancing security, life safety, and communications. www.norrisinc.com Put the team into teamwork B Y J I M M I L L I K E N First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. First, get the right people. Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of Senior management of the organization must believe in the effort enough that people with the necessary skills are assigned to the work. No more of this, "Hey, do what you can with who you've got!" stuff.

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