BECOMING A TEAM PLAYER

TEAM players are usually people known for sacrifice, sharing and hard work. Many strive to be a team player at the workplace, but it takes more than just having a desire - it takes hard work. Being a team player often involves doing the right thing by not always having your self-benefit in mind.

Building confident, cohesive, well-functioning teams is an ongoing focus for leaders of corporations where specific and similar tasks are being performed. There are many pathways to building confident work teams. Whether you are working with a new work team or fitting into an established team, the guidelines here can support you in building and taking part in an even stronger and more cohesive team.

The following key principles are involved to become a team player:

• Look at the team you are on and define the team goals. Often these goals will differ from your personal goals. Be sure to keep the team's goals first on your list of priorities. Once you identify the team goals, think about the best way you can contribute to the team by reaching these goals. Try to think about reaching goals as an absolute destination, rather than just a possibility. That is to say, look at meeting team goals as something that will happen, not something that can happen. With this attitude, becoming a team player will become a reality. There has to be provision, a vehicle, for team building. At fixed intervals of time (for example, monthly staff meetings or annual retreats), allow some time for members in your team to bond and connect with one another. Listen to others - their con¬cerns and frustrations - to the extent to empower them to provide their solutions to their problems.

• Team players must recognise their individual strengths to provide the team with something useful. If you have a great ability to work with numbers, nominate yourself the maths person and try to work on all aspects of the project that deals with maths. Ef¬fective teams have a clear leader, with a clear role. Consistently communicate and play your part on the team. Proac¬tively address potential concerns and issues. Build a collaborative environ¬ment where every member's strengths are utilised and appreciated

• Always try to help others in need within your team. Often times team members will be so engulfed in their assignments that they fail to realise others are struggling. If one has the attitude that they will only do what they're being paid to do, then they may only achieve so much for the team. If one applies the attitude of helping a brother or sister in need, the team can build and succeed upon such efforts.

Teams can only be effective if there is a clear mission. Bereft of this mission the team becomes a boat without rudder. The resultant feeling of aimlessness leads to lack of clarity and fuel for productivity. Expectations for individual responsibilities waiver and remain unclear if not linked to the broader picture of team roles. And naturally, as there is no team understanding, you have to lay out the objectives and provide the team with direction and purpose.

The old cliché that teams are only as strong as their weakest member holds true in today's work environ¬ment. Remember that a team is a group of players expected to work together to achieve a mission. By defining goals, recognising strengths and helping others, you will give your team a better opportunity of having no weak members.