Team Building

Talking of pilots, J. R. D. Tata said: “There are two types of pilots, the engineering type, probably the best, who knows all about flying; and the natural pilot, who flies by the seat of his pants”. This probably holds good for managers too.Some have assiduously acquired skills and religiously practice them too;there are others who let themselves be guided by instinct – an instinct for people, their attitudes and motivations.

Whatever be it, every effective manager believes in the dictum: ‘None of us is as good as all of us’. This unswerving faith in the difference people make to an organization redefines the role and importance of managers. A manager with appropriate people-sense is not just a manager, he is a developer – developer of a vision that gives meaning and inspiration to work, developer of a shared responsibility within a team and a developer of people; he is a leader with whom people grow.

If you aspire to be one, pay more attention to ensure people-management as part of your job. You may be expected to bring in profits or maintain a certain level of productivity, but you will not be able to do any of these if you do not have good working relationship with your colleagues. Look to the human element of the business as a long-term investment. In short, human resources management has become a crucial ‘corporate trend’.

The writing on the wall is clear: "Cultivate listening skills." Of the four types of listening - discriminative, evaluative, appreciative and empathic, the only one we engage in solely to accommodate another person is, empathic listening. We listen empathetically when someone needs to talk, to get something out in the open, wants to be given advice or reassurance.

Objective or Indifferent?

Daniel was a happy person as well as a good worker. Lately, however, he was acting out of character. His grooming had deteriorated. He was listless and withdrawn and showed little interest in work. Damodar, his manager, was concerned. As Daniel always liked tackling new work, he assigned him to a new project, expecting it to perk him up. But a week later, when Damodar asked him about the job, Daniel sat glum and quietly admitted that he had not even started the work. Damodar began to wonder: ‘Should I talk to Daniel? After all, a manager is not a counselor or a therapist’.

He ultimately decided to steer clear of what he perceived as ‘role-switching’. But Daniel came to him in good faith. He poured out everything. He was on the verge of divorce. He shared his pain and sense of rejection. Damodar listened. Quietly. Passively. Twiddling his thumbs. Looking up at the ceiling. Making a few phone calls in-between. In the end, he told Daniel to go and meet a counselor. Daniel came out bitter and disappointed.

When you want to build a team, you must realize that every member has various facets to his/her personality. You cannot choose to see your team members in parts and expect total commitment. You must give each of them, as you give for your project, time to unfold.

• • Listen to the employee
• • Be patient and sincere, and non-judgmental.
• • Be convinced that this relief-seeking conversation is as important to the team as any ‘purposeful talk’.
• • Being neutral and being passive are entirely different.

Develop the sensitivity to draw the line between objectivity and indifference and recognize where one unobtrusively blends into the other. Exercise authority only when all alternatives fail. You undoubtedly ‘can’ pull rank to get things done. If you usually take this approach, you may be demonstrating a lack of personal assertiveness. It is better to keep your authority as a ‘backup position’. Instead, come across as positive and confident in communicating your ideas, opinions and directions. That, most likely, will get you the results.

Aggressive or Assertive?

When Henry took over the reins of the Production Unit, he envisaged several procedural changes. At the first meeting with the employees, he spelled out his decisions. The senior-most supervisors Gopal and Charan, tried in vain to make him consider alternatives. Henry refused to have any discussion whatsoever. Subsequently absenteeism, irregularities and internal wrangles raised their heads.

When Robert took over, he found Henry’s plans perfectly sound. He held a meeting. He spelled out the objectives and discussed the existing procedures. He pointed out that they had no alternative but to think of changes whatever the inconvenience. Suggestions came up. An action plan was drawn up. Later, everyone realized that the plans they had so eagerly made by consensus were very similar to the once resented dictates of Henry!

Winning the cooperation of others is leadership. To achieve this, emphasize on the following:

• • When you are ‘assertive’, you are standing up for what is in principle, correct.
• • When you are aggressive, you are violating the rights of the others.
• • It is not necessary to have a dominating and forceful manner in order to be assertive unless you have always been that and that has worked for you.
• • Quiet, soft-spoken people do/can have their way, sell ideas and get the co-operation they need.
• • Do not be assertive all the time.
• • What goals do you want to achieve by being assertive? Ask this question to yourself. The answer will guide you when to be assertive and how far to be
• • Recognize the fine line between assertiveness and aggressiveness. This line often becomes blurred.