Qualities required to work in a team. Skill to work in team

Our motivational needs determine the nature of our interactions with other people in the process of work. To be more precise, we tend to project our own needs onto other people, whether they are attracted to them or merely distantly responsive. For example, a person with a high need for order and regulation tends to project this need onto others. At the same time, the course of his subconscious thoughts is simple: “I need this and I will treat you as if you also have this high need.”

It is easy to imagine that if both workers have the same needs, their joint work will bring success. Problems begin where people with different needs collide and try to project them onto each other. A person with a low need for structuring everything and everyone, when faced with demands that imply that he has a high level of this need, may perceive the structural demands placed on him as an insult; here the ground immediately arises for conflict, or at least a lack of mutual understanding. In order to interact productively with other people, especially in order to motivate them, you must hide your own needs deeply and focus on meeting the needs of other people. Moreover, each motivation factor is characterized by its own special situation, which means that each factor should be considered separately in relation to its influence on the ability for interpersonal interaction.

Factor 1 (high earnings and financial incentives)

From the point of view of projection, factors such as high earnings and material incentives have all the properties of a corrosive acid. It affects everything. At one end of the spectrum, a high need for factor 1 encourages its owner to believe that money can motivate anyone. Those who share this opinion are perceived as like-minded people - they say, we will evaluate others accordingly; otherwise the relationship becomes potentially exploitative. The other option is a purely practical approach, namely, we interact as much as is financially justifiable. Conversely, if a person does something that does not bring him financial results, then he is considered narrow-minded and most likely to be exploited. There is an ulterior motive for such actions and there will likely be retribution later. “Everything in the world has its price,” this is the motto and password of those with a high need for factor 1. King Midas was right - everything turns to gold, regardless of whether it is good or bad. Cynicism rules the world.

At the other end of the spectrum are those for whom money is not the main motivator. Their worldview can be combined. They may try to project their non-monetary needs onto others, but in doing so they will find themselves in the position of being exploited and forced to learn a harsh lesson. The majority either regrets that, unlike others, they cannot make money and are therefore in an unfavorable position, or they will try to surround themselves with the same dispossessed people and push the problem of money to the periphery of their consciousness.

Of course, there are those who are not motivated by money, but have plenty of it. They probably consider themselves distant from the issues that concern many others and may have softer views, although they may have already learned to isolate themselves from those who need money and are willing to fight for it. In the middle are those who have a moderate need for money. They would naturally like to have enough hard currency to maintain the standard of living that they consider worthy for themselves, but at the same time they are not ready and cannot sacrifice other needs that they consider important for themselves for this purpose. University teachers may fall into this category. It is likely that they, aware of their inability to achieve large earnings, project onto others their feelings of resentment or a sense of injustice.

It is appropriate to note here that in modern society, the determining factor in people’s choices and views in general is money, regardless of whether they really need it or not. Even those who are extremely indifferent to money are forced to adapt to a lifestyle that suits their financial situation.

Factor 2 (physical working conditions)

It is likely that within the context of a work environment it is difficult to draw any specific conclusions reflecting the consequences of the presence or absence of a need for factor 2. It is quite possible that a manager with a low need for comfortable physical working conditions will place his staff in a room similar to a pigsty. But, if successful business requires creating a comfortable environment in the office, such a manager will most likely make his office cozy and comfortable. Conversely, if a manager has a high need for factor 2, he may equip himself with a luxurious office, but at the same time believe that the costs of appropriate staff premises are too high and financially unjustified. Thus, he will begin to suppress his desire to project this need onto others!

Factor 3 (structuring)

Let us first consider the consequences of the extreme manifestation of this need in human behavior, and then move on to more common cases. Let’s imagine a person, fortunately there are very few of them, who has an exceptionally high need for rules, regulations, and instructions. He has such a strong need for structure that he almost needs his life to follow a strict order so that he can follow rigid, detailed rules of behavior. How can they project this need onto others? If we are talking about those who, due to life circumstances or due to their official position, are vested with the right to manage the life of the person in question, then the latter will project onto them his need for strict regulation. He seems to be standing and waiting for him to be given instructions, to be told what to do. As for other people who are beyond control and subordination, complete passivity, inertia, and inaction will be projected onto them. He believes that they themselves know what should be done.

A person with such a strong need to follow rules, which is not satisfied, tends to project it onto everyone with whom he comes into contact. He may prefer to work in an organization whose activities are strictly regulated. His speech will always be replete with auxiliary verbs, reflecting obligation, categorical necessity, obligation. Those who have the misfortune of encountering it may feel like victims under someone's tight control. You've probably experienced that unpleasant feeling when a stranger from a religious sect knocks on your door and tries to convert you to the "true faith."

Those who have no need for order and structure represent the other extreme. They do not project any of their expectations onto others, and this is probably why they are extremely tolerant. If the opportunity arises, they can organize, for example, a private school, where the absence of all sorts of rules and restrictions will be elevated to a cult, and where students can do whatever they want. (Such schools exist, but their names are not given here for reasons of confidentiality.) Such a person can study, if, of course, he wishes, or he can indulge in idleness all day long or kick a ball in the yard, if, of course, he convinces someone to give him company. They are often given the opportunity to find their own path in life, and are likely to set the bare minimum of life rules for themselves and their life partners. If we are to be consistent in our study of this phenomenon, it should be noted that such tolerance should extend even to those who can cause harm to the person himself. But since this is an unlikely option, except in cases where we are talking about individuals with pronounced masochistic tendencies, you should ask yourself: “How then does everything happen?” In fact, most likely, such people simply avoid or distance themselves from those whose behavior could cause them harm. They give preference to those who have an equally low need for structure and order and who will not harm them with their behavior.

People with a low need for structure do not feel the need for order, but some still have excellent organizational abilities to perform their job functions. It is fair to say that the introduction of orders and procedures is not one of their passions. Others, of course, are simply unable to introduce even minimal order. Those who are in the middle are able to project their restrained need for order onto those who have this need very clearly expressed, but at the same time they will immediately “play it back” at the slightest attempt by the latter to draw them under their influence. A similar situation arises when projecting the named need onto those who do not need structuring and rules at all.

In order to motivate others, we must take into account their need for structure, regardless of our own preferences. To be fully successful, one must balance their personal need for structure with the needs of the workplace they occupy; sometimes this seems to be a very difficult matter.

Factor 4 (social contacts)

Extremely sociable people naturally always extend their sociability to others. Those who have the same tendency will be no less sociable in return. Even those who are less sociable are most likely inclined to favor a response. Thus, some, in response to demonstrated sociability, may, contrary to their nature, go for counter sociability; others will hastily retreat under the pressure of sociability in order to restore their inner balance and calm. Those who are highly sociable, but endowed with empathy and understanding, will respond favorably. Others, less empathetic, will continue to show their sociability until they infuriate the object of their advances. Those who are not sociable are likely to have a practical, consumerist attitude towards others. They expect everything to go as expected, but any attempts to engage them in constant conversations that are not related to work will not be supported.

Factor 5 (relationships)

This is a very interesting factor. All attempts to form social relationships require reciprocity. If we are talking about factor 4, this may not be much of a problem. A communicative worker simply moves from one to another. However, long-term relationships take time. Those who have a high need for factor 5, no doubt, constantly project this need onto others. The point is that relationships can be built on the basis that they can potentially last a long time and probably contain an element of communication. A person with a high need for long-term relationships will encourage others to contact him again and again. There is no doubt that this will be accompanied by a constant feeling of disappointment, but probably, by its nature, it will not be too severe.

Those who have a low need for factor 5 may or may not be very sociable. Their contacts with people are not accompanied by expectations of longer relationships. They may have a narrow circle of people with whom they maintain long-term, strong relationships, say relatives or one or two friends, but in the course of work they do not show the desire to establish long-term relationships. It is likely that to the extent that the job involves an ongoing relationship, it will exist, albeit less actively, and the employee's actions will be accordingly. No, of course, the work will be done and, perhaps, quite well, but the employee will not fight for results to the last.

Factor 6 (recognition)

The need for recognition, which can be seen as a struggle for self-esteem, is an important driving factor in life. Those who have an exceptionally high need for factor 6 build their relationships with others on a compensatory basis, which ultimately results in the constant question: “Well, didn’t I do it well?” The answer to this question depends on who it is addressed to. If the target has a similarly high need for recognition, the question will undoubtedly be ignored or even pushed back. And then we will either get a dialogue reminiscent of the conversation of the deaf, not too uninteresting to those around us, who will try to quickly step aside, or mutual admiration. In the best case, the rules are extremely simple. Everyone makes it a rule to express approval of everyone else, taking care not to minimize the approval of others. This last condition is the most difficult to fulfill; approval expressed to others is often considered as not given to oneself, and quarrels often arise in the team.

A high need for recognition introduces an element of competition into relationships. Communication with people is perceived not as a source of pleasure, but as a tool in the struggle for everyone’s attention to one’s person. Failure to satisfy this need can provoke defiant behavior if it is tolerated, or the deeply wounded person will make forced concessions dictated by a sense of loss. An unsatisfied high need for recognition is a prerequisite for poor personal relationships in the work team.

Those who have a low need for recognition, when extreme, may show complete indifference to how communication occurs. The approach of such a person is expressed by the motto: “Facts are facts.” However, a low need for recognition implies a lack of competition with others in the pursuit of attention and, therefore, contributes to a more productive approach to work, and in general, in communication you should always take into account the needs of the person with whom you are communicating, including the need for recognition. If those who have a moderate need for recognition do not receive it, this can lead to mild feelings of disappointment. Life for them will not be as good as it could be, but they will easily cope with it. If recognition is given, their life suddenly becomes colored with all the colors of the rainbow.

Factor 7 (striving for achievement)

In a sense, projection is not a particular problem in relation to factor 7 (striving for achievement), because it is expressed in the desire to do everything yourself. If others don't want to achieve anything, that's their problem. But from the point of view of comfortable communication, a person striving for achievement may prefer the company of like-minded people who have the same need. After all, they all speak the language of achievement. Whatever the reaction of others, a person with a high need for achievement will never give up the desire to do everything himself. So, in communicating with other people who have a strong desire to achieve, you can notice elements of competition and rivalry - “let's see who can do it best.” Both sides will be happy with this way of posing the issue.

When interacting with those who have an average need for achievement, the intensity of competition will not be expressed enough, or the challenge will not be accepted at all; the task will be intercepted and completed by the one who has a stronger desire for achievement. Someone whose need for achievement is not as strong will be disappointed, but will be able to survive his failure. Someone whose desire for achievement is weakly expressed will let others pass ahead - “you want to achieve this, well, so much the better for me, I have something to dream about even without it.” Once again, both sides will be quite happy with the current situation. Those who have a high need for achievement consider those who do not strive for it as boring. They feel neither the excitement of the effort nor the joy of what they have achieved.

The situation of a person with a low need for achievement is more difficult. Lack of achievement striving may itself imply a tendency to project low expectations onto others. However, when combined with a strong desire for influence, this tendency can manifest itself in an attempt to shift responsibilities to others. This situation is discussed in more detail below.

Factor 8 (power and influence)

Factor 8 (the desire for power and influence) by definition includes projection. In the chapter on power and influence, we discussed how this need can be used, for evil or for good, to delegate authority or to dominate, or generally for influence itself. Where the influence is goal-oriented and strong enough, it can arouse in others the desire to achieve goals. Achievement is the important completion of a plan. Similarly, the desire for influence can be used to infect others with enthusiasm and support the operation of other motivators. For example, it can strengthen a person’s desire for high earnings, or for variety, or for structuring, in a word, for what is most necessary in a given context for the implementation of a specific plan. If a person has an extremely high target desire for influence, his projection can in its strength overshadow all other aspirations of this individual projected onto others.

When the desire for power and influence is strong but without purpose, it manifests itself more as dominance rather than intelligent delegation of authority. The situation is especially unfavorable when the employee is vested with power and occupies a leadership position. His desire for influence as such can lead to the destruction of the motivational aspirations of the personnel subordinate to him. In this case, the projection is clearly negative. Legitimate attempts by employees to achieve the necessary results will be met, for example, by the deliberate reluctance of such a manager to give clear instructions and correctly formulate reasonable goals, which turns failure to achieve the goal into a reason for counter-accusations. The need of other employees for influence, which under favorable circumstances could contribute to the implementation of plans and achievement of goals, in the situation under consideration will be suppressed as an undesirable initiative. It can also be expected that such an employee in the role of a manager will strive to introduce unnecessary structural requirements, the only purpose of which is to morally suppress employees. The goal underlying such actions is clear - the desire to dominate and put your staff in a dependent position.

If the desire for influence has an average degree of intensity, then its projection onto others will compete with the projection of other motivation factors inherent in this person. For example, it will compete with the projection of needs for structuring or achieving goals. It can be argued that the desire for influence is weakened to the extent that it is undermined by the projection of other competing needs, some of which may act in a direction that is undesirable from a motivational point of view.

Factor 9 (diversity and change)

The projection of this need is unambiguous and acts directly. Those who have a high need for variety and change project it onto others, expecting goodwill from them in return. If the desired response is not forthcoming, the person with a high need for variety will move on to others or develop a barely concealed feeling of irritation at not being able to get much-needed stimulation. Those with a low need for variety project a desire for stability, and if they do not get what they expect, they may experience stress, trying as much as possible to avoid the person who is capable of causing it. Here the situation is simple - those who energetically switch from one thing to another take advantage of the opportunity of stimulation from those who have the same property, and similarly, those who prefer to immerse themselves in reverie prefer their own kind. This does not mean that energetic, striving for new things cannot maintain good relationships with those who are different from them. They really can. A classic example is Mrs. Thatcher and her husband Dennis. Margaret Thatcher always surrounded herself with those who were energetic and committed to diversity and change. It is clear that Dennis had a role to play in satisfying another motivational need of the ex-Prime Minister of Great Britain.

Factor 10 (creativity)

Just like those with a need for variety, creative workers tend to surround themselves with like-minded people. From them they seem to be charged with energy. Those with a low need for creativity are in a different situation. Without feeling the need for their own creativity, they can enjoy the creative expressions of others, viewing it as an exciting performance. They are equally likely to be quite content to be surrounded by those who also lack this quality.

Factor 11 (self-improvement)

The need for personal development and improvement and for sufficient autonomy and independence are among the powerful driving incentives. Such an employee projects a very clear call to others: “Help me improve.” One of the extremes of the manifestation of the projection of this need is the attitude towards the people around us as a source of learning new things. With the extreme manifestation of this need and its projection, one could speak of a community of scientists. They would perceive self-improvement as an opportunity to increase their independence and self-sufficiency. This is not the equivalent of a statement Cogito, ergo sum(“I think, therefore I exist”), but rather the formula: “If I am confident in myself, I am more tolerant in my attitude towards you.”

The problem is that this desire rarely reaches saturation. There is always something left unexplored; there will always be someone who is more intellectually developed and educated than we are. As soon as a short-term state occurs when it seems that further learning is impossible, then new horizons of knowledge beckon us further, and the struggle resumes. In the worst case, a person with a high need for self-improvement projects anxiety onto others: “I haven’t achieved what I want yet” or “Get lost, you’re infringing on my independence.” At best, this incentive can serve as support for cooperation - “let's work together, so we can both improve.” If this need is projected onto those who lack this incentive, then the call for partnership does not find a response. “You have nothing to give me,” this situation means, and the relationship between the two employees does not develop.

Factor 12 (interesting and useful work)

As we have already noted, this factor has the highest average value. In the relationships of an employee with a high need for factor 12 with others, there is a clear tendency towards projection and the expectation of a positive reaction to the call: “Yes, we share the concern that our work is useful and interesting.” Naturally, opinions about what is useful and what is interesting are very diverse. Perhaps the greatest resonance can be expected from those who are “tuned to the same wavelength.” But even among those about whom this cannot be said, one can find sympathy, if not empathy. When faced with those who care little about the usefulness or interest of the work they do, a worker with a highly developed need for factor 12 will first wonder how anyone can live in such an intellectual and moral vacuum, and then simply step aside.

conclusions

Interpersonal relationships can be seen as a Darwinian struggle of competing projections. Among all motivational incentives, it is the desire for power and influence that is the incentive that openly seeks to dominate, to subjugate all other incentives, whether for good or evil. Other incentives also try, although not so clearly, to realize themselves, imposing imperatives dictated by their essence on people’s behavior. “I need order and rules, therefore, you need them too” - this is the mechanism of projection onto others of motivational factor 3. The response can vary from “Yes, of course, let’s act together” to “Go away, I’d rather work on my own terms , and they are not at all like yours.” Constant interaction under favorable circumstances leads to motivation, and under unfavorable circumstances it leads to disappointment and dissatisfaction. The path to success in motivation is through using the motivational needs of others, but not your own! However, this path is difficult and thorny, and our needs are strong. And as a result, we ignore the motivational needs of others, as a result of which many of us eke out a quiet, colorless existence at work, experiencing bitter disappointment.

And if a leader wants to change this situation, if he strives to achieve the fertile land of mutual recognition of the diversity of interests and motivational needs, then what should he do?

First of all, we should start by recognizing the fact that diversity of needs has a right to exist. This alone will allow you to stop motivating employees using incentives set according to your own judgment. The manager must offer as a motivational incentive what is valuable to the employee from his point of view, and in a way that corresponds to what the employee considers acceptable for himself. For example, offering an employee a higher salary just because you would like to be offered a salary increase may not be a wise decision if money is not high on the employee's value scale. At best, this will not make any impression on him, at worst, it will force him to get rid of the new task you are proposing. To be successful in motivation, you need to set aside your own value scale and offer employees incentives to perform that reflect their own needs.

In the area of ​​motivation, you should not treat others as you would like them to treat you. Motivation is not charity or transaction; motivation involves the need to put yourself in the shoes of the motivated employee and try to understand how he views the world. And this is the very first, essential stage of successfully overcoming the underwater reefs of motivation.

Applications

Annex 1

Theoretical basis

In this appendix, we want to highlight more than 60 years of research and the work of our predecessors, which has helped us develop our own definition of motivation, which is formulated as follows: Motivation is the impulses and aspirations that arise following the satisfaction of basic human needs, and, moreover, specific to each individual. We will look at the difficulties inherent in motivational work and how we and our predecessors have tried to overcome them. Since we are most interested in the applied aspects of motivation applicable within the framework of work, we will consider the main theories, correlating them with each other and with our research, and give a brief description of the contribution to this area that we dare to claim. We will begin by considering the most common problems of motivation.

Few people understand how to work in a team, although he regularly notes this quality in his resume. First, you need to decide how, in principle, you are more accustomed to working, in a team or alone. And only after that look for a suitable job.

What is teamwork

The principles of teamwork are as follows:

Abstract from personal preferences, be able to manage your emotions;
to help others, not to be led by personal emotions;
act in accordance with the assigned tasks;
find convincing arguments for your point of view;
observe the general rhythm of work and quickly adapt to it;
be able to establish a dialogue with each member of the team;
be able to accept someone else’s point of view and admit your mistakes.

The ability to work in a team is extremely important for managers and executives, who must not only manage the team, but also know to whom and to what extent to delegate certain responsibilities. To do this, you need to be able to communicate with subordinates and other managers, be ready to extend a helping hand to them and accept it from them.

Skill to work in team involves the ability to avoid and prevent conflict situations. This is most relevant for large-scale tasks and short-term projects. But in some cases, the spirit of competition also produces considerable results. When a company has chosen an aggressive method of doing business, it is more important for it to have a person in a leadership position who not only knows how to work correctly in a team, but how to competently conflict in order to achieve the goals set by the company.

How to write a resume

We must understand that teamwork skills- these are not qualities that need to be discussed directly. They should flow logically from your achievements and indirectly remind you of yourself in your resume. To do this, it is enough to mention that your department was a leader in the company in implementing the assigned tasks.

How is teamwork defined?

You can evaluate how a person can work in a team through special situational team games, when a business situation is modeled and the team is asked to solve it through joint efforts. During the game, each participant is observed, determining how he behaves in a work environment and how he knows how to interact with strangers.

It should be noted that teamwork in Western and Russian companies has its differences. In the former, more attention is paid to team building, and in the latter, you have to work in conditions of competition and intrigue. The candidate is usually warned about these nuances at the interview stage, and then they carefully monitor how he manages to work in the team during the probationary period.

Likewise, the candidate must constantly ask questions that concern him about the job at all stages of the interview and probationary period, because he is not able to foresee all the nuances.

What are the teams?

To work effectively in a team, each leader selects a team to suit his needs, because often the old team is aggressive against the new leader. Especially if someone from the previous team applied for this position. In this case, to learn to work in a team, the leader must not make hasty decisions and gain authority.

Who are you?

When effective teamwork is needed

However, even in such a situation, the employee must have at least a minimal understanding of how to work in a team. After all, he does not work in isolation, and he will have to, at a minimum, communicate with the accounting department, managers, and lawyers of the company. And the more people an employee has to deal with, the more knowledge he will need to know how to work in a team.

Have you been to an interview and not described yourself as a “team player”? When asked by the recruiter: “What are your strengths?”, did you not answer that you know how to work in a team? If you leave such an interview empty-handed, then the reason for the refusal lies on the surface.

Please work urgently to correct this annoying error. First, don't forget to indicate on your resume that you can work in a team. Second, write in your resume cover letter that you are a team player. Third, you must demonstrate your ability to collaborate and interact with other team members at all stages of the interviews.

Teamwork skill took second place in the TOP 10 skills ranking,. Therefore, it is necessary to pay special attention to this skill and make every effort to get a high rating in the interview. In the article I told you how to work on skill number 1 from this rating. Today you will learn how to demonstrate your ability to get along with all team members and achieve results through joint efforts.

A list of questions, When answered, you will be able to demonstrate your teamwork skills.
Tell us about yourself.
What are your strengths?
What are your main achievements?
Why should we hire you?
Tell me about a successful project where you worked as part of a team.
Tell me about a time when you had to work with a difficult client.
Give examples of when you achieved results through teamwork.
What makes you a good employee/manager?
How would you define a productive environment for your employees?
To what do you think you owe your success?
Have you ever had a conflict with an employee?
Tell me about the last constructive feedback you received from your manager.

What makes you a good team player?

Here are a few qualities that characterize you as an employee who knows how to work in a team:

Striving to achieve common results
Listening skills
Respect for all team members
High appreciation of the work of colleagues
Communication skills
Ability to accept constructive feedback
High level of emotional intelligence
Empathy
Ethical Behavior

Determine for yourself whether “teamwork” is one of your strengths. Below are The main criteria for assessing this skill are:

• Employees constantly ask for your help.
• People want you to join their project teams.
• You are often invited to dinner.
• People turn to you for help to get your opinion in a difficult situation.
• You are often a mediator in resolving disagreements between colleagues.
• You may find a way to connect with a difficult client.

A team player is able to work productively with different personality types and can resolve conflicts and disagreements. A cohesive team can only be achieved if the achievement of common goals and objectives is much higher than the personal preferences and individual goals of each team member.

How to demonstrate the “teamwork” skill in answering a question : What achievements are you most proud of?
To answer this question, you need to provide examples of your achievements, as well as describe in detail how you achieved them. Talk about accomplishments that are directly related to your work. Perhaps you took on an event that others refused and pulled it off successfully, or you were part of a team working on a major project. Don't exaggerate your contribution to any event - share this success with your colleagues and in the eyes of the interviewer you will look like a great team player. For example, you could answer like this:

« Although I think my greatest achievements are yet to come, I am nonetheless very proud to have been involved in the creation of a new management program. I put a lot of effort and energy into being one of the members of this group and learned a lot from my more experienced colleagues along the way.”

What should those who have no experience working in a team do?

For students and graduates or candidates with little work experience, it is very important to show the HR manager that you can work in a team environment. If you have not yet had the opportunity to work in a team, then you should be ready to talk about participating in group projects, seminars, trainings, and community work.
If you have limited experience working collaboratively or feel that this is your weak spot, there are simple ways to improve this skill.

Consider the following options for developing teamwork skills:
1 ) Become a volunteer. Declare your desire to work on multiple team projects. Take advantage of opportunities to participate in collaborative activities outside of work.
2) Find yourself a mentor. Look around and find the person who is the “soul of the group.” You can learn a lot just by watching and imitating him. If you start to observe more closely, you will notice that people on a team play different roles - for example, one person is a motivator and inspires others, while another is a proactive person who can find a way to complete any task. Take the online test by R. M. Belbin “Team Roles” and determine your role in the team. You can also use the wording of the answers from this test when preparing your own answers to interview questions.
3) Evaluate yourself and your colleagues. Try examining yourself and your colleagues using well-known personality typologies, such as the DISC profile or the Myers-Briggs Indicator (MBTI). These personality assessments can be helpful in understanding your own preferences and those of others. For example, if your boss is a storyteller and you are a thinker, the test results will help you learn how to interact with this personality type and speak to him in his communication language.

Often among the requirements for the applicant listed by employers in the text of the vacancy, one can find such as “the ability to work in a team.” What is meant by these words? And in general, maybe the creators of the ad “for the sake of solidity and volume” mentioned this requirement? Let's figure it out!

Let's start with the fact that a team is a community of people who trust each other and work to achieve a common goal. It is well known: the productivity of a team, which resembles a well-oiled mechanism, where each employee is in his place and at the same time skillfully interacts with colleagues, is much higher than that of a company where, as Ivan Andreevich Krylov used to say, “there is no agreement among the comrades.”

What does it mean to “be able to work in a team”?

A person who knows how to work in a team

• quickly finds the right tone in communicating with new colleagues (and an individual approach to each of them!), becomes one’s own;
• does not require long build-up and quickly adapts to the working rhythm accepted in the team;
• may admit that he was wrong and approve of his opponent’s idea. If he is firmly convinced that he is right, he has enough persistence, tact and the ability to correctly select arguments to convince his colleagues;
• in the interests of the business, today he can be a project manager, and tomorrow he can join a team working on a new task as an ordinary participant;
• helps colleagues and is not shy about accepting help from them;
• tries to avoid conflicts;
• personal ambitions do not prevent him from looking after the interests of the company.

“So, can you do it or not?”

But here’s the question: how can you convince an employer who is looking for a team player during an interview that you are exactly the one he needs? There won’t be enough stories here about how at your previous job you sat down with your colleagues every lunch break to feast on buns and discuss your favorite TV series.

The fact that you can harmoniously join the team and become part of it should be confirmed not by emotions, but by facts. In addition, when talking about your achievements, do not forget to use, in addition to the pronoun “I”, also “we”, “our” (“we delivered this project on time”, “our department won the competition”), while explaining what contribution did you make to the overall success? In this way, you will inform your interlocutor about your victories and demonstrate to him that you understand the importance of well-coordinated team actions and know how to successfully act together with colleagues.

But, of course, the main thing is to understand for yourself: are you a team player or a solo professional who would rather compete with colleagues (and, by the way, many employers highly value such employees). This will allow you to choose the most comfortable working conditions for yourself and avoid conflict situations: no one will accuse you of “pulling the blanket on yourself” or, on the contrary, of “lack of initiative and not inclined to fight for leadership.”

However, if suddenly your dream job requires you to change your role, it is never too late to make adjustments to your behavior, take advantage of the advice of professionals, and attend trainings and seminars.

And we, for our part, are always happy to offer you!

Happy employment!

It is not enough to group people; you need to properly organize teamwork. Read about the problems of relationships in a team in the article.

From the article you will learn:

What does teamwork and teamwork mean?

A team is a circle of people who differ in criteria: gender, age, profession, goals, etc. But their main task is one thing - timely completion of the project through joint efforts.

The decisions made by the participants are traditional. Non-standard approaches to work are suppressed by individuals or rejected by the group. Innovative technologies are positively perceived by young and active employees who are eager to reconsider outdated ways of working.

Participants do not always work harmoniously, as they may pursue different interests. Take this into account at the stage of team formation, otherwise constant conflicts that can turn into real corporate wars cannot be avoided. To prevent this from happening, each person must know the algorithm for working in a team.

Team work algorithm

Don't think of groups as teams. They are formed spontaneously, so it is impossible to predict how the next project will end. Take the time to create a cohesive team in which roles, rights and responsibilities will be divided, and responsibility will be perceived by each participant.

Differences between a work group and a team

Effective teamwork is only possible if the participants perceive each other positively and try to find a compromise on difficult issues. When bringing people together, consider not so much the professional as the personal qualities of the employees. Do not try to reconcile warring parties by assigning them to work on the same project.

Teamwork organization

Forming a team is a long process. Start early, not just before you start the project. Managers who have a close-knit team of employees who have previously completed more than one project value it. This is due to the fact that it is easier to retain professionals who have gone through all the stages of establishing relationships than to create a new team.

If you are just forming a team, the participants will have to go through several stages until they become a single whole: habituation, grouping, unification, creating norms, observation and evaluation. When selecting employees, consider the skills that are needed.

Teamwork skills, without which you cannot achieve a positive result:

• professional qualities needed to perform tasks;
• ability to solve problems and make decisions;
• developed analytical activity;
• communication skills.

The ability to work in a team is affected by:

• understanding of the general goals, objectives of the organization, department;
• pursuit to work together;
• lack of personal goals not stated to the manager and colleagues;
• the ability to integrate knowledge and skills with the potential of the team;
• readiness to learn, change behavior if it contradicts the rules;
• desire to communicate.

To organize team work quickly and successfully, take direct part in all processes. Guide the team, help take positions, distribute roles, but do not suppress employees. The psychological climate depends on your behavior. If the manager is tense, the participants become nervous and argue. They are trying to win the favor of the manager and take a leading position, which is fundamentally wrong.

Work in a project team is successful if the participants have equal rights, clearly know their responsibilities, and know how to redistribute work. Coordinate their actions. Make sure that an informal leader does not appear who can ruin relationships within the team or turn employees against you.

Don't give your employees impossible tasks, otherwise they won't appreciate the benefits of working as a team. In case of failures even in a united and strong team Disagreements are possible - employees spend a lot of effort, but do not see results. General discontent accumulates, because everyone blames the other. If the project cannot be completed in a month, do not limit the time frame to this period. Adequately assess the strengths of employees to avoid negativity.

Oksana Vilinskaya answers,
HR expert, deputy editor-in-chief of the HR magazine.

We are luring a top manager from another company. He is ready to accept the offer, but only if he is allowed to bring his team with him from his previous place of work. How to proceed?

Teamwork technology

Keep it simple teamwork, which will allow you to quickly cope with the task. Do not use complex techniques if the team has only recently been formed. Otherwise, misunderstandings will arise and employees will become disoriented. The simpler the interaction principle, the fewer problems will arise.

Teamwork technology:

• setting the task for the participants;
• collecting the opinions of employees, including leaders;
• discussing possible ways of working, finding a compromise;
• drawing up an action plan;
• work according to plan;
• identifying shortcomings and eliminating them;
• shutdown;
• Feedback.

Be sure to discuss each project. If you don't do this, team effectiveness will decrease. Highlight outstanding employees and tell them what they did right. Don't scold those who couldn't achieve a good result. Troubleshoot errors and guide participants.

Leonid Mazurik answers,
editor-in-chief of action-media.ru.

“It seemed like this team building craziness was a thing of the past. But no, during the crisis they started talking again about turning employees into a team,” a coach I knew was perplexed. He is convinced that the best ideas come not from groups, but from individuals. And only some individuals achieve the highest results. There is no need to create a team, and it is an empty fiction. But I could not agree with this statement...

How to increase employee efficiency when working in a team?

Regulate the rules for working in a team, familiarize employees with them. Explain the norms of behavior, communication, clothing style, and way of interacting with clients. Stop conflicts and gossip. Develop a punishment system that is clear to participants. Don't forget about encouragement.

Explain to employees the essence of teamwork and the purpose. When changing projects, review the results of the previous one. If there were any flaws, identify the problems and fix them. Negotiate with colleagues, ask about the difficulties they have encountered.

When assigning responsibilities and tasks, keep the following points in mind:

• whether the task is combined with the roles of the performers;
• which team members have the necessary knowledge and experience to effectively perform the work;
• which employee will be able to develop skills and benefit.

If the task is urgent or important, trust it to the most experienced specialist. To other employees developed, appoint them as assistants. Make sure that experienced team members do not pass work onto newbies. Otherwise, the outcome of the project is unpredictable. Teach people to assign roles.

Create an environment of trust, without which effective teamwork is impossible. Employees should share their best practices, valuable ideas, and new approaches to completing tasks. If there are omissions, team members become tense. They cannot unleash their creative potential.

Conduct “Teamwork” training. Invite an expert if you don't know what to focus on. By properly organizing the interaction of participants, you will be able to complete large projects in a short time. Remember that without your support, team members will not be able to achieve good results.