On the same path

Projects can suffer if self-interest is put first Synergy: the interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effects It is a common scenario in the business world: one department has to run a project - perhaps organising the annual sales conference - only to find that other departments are not just difficult to deal with, but downright obstructive. Finance keeps querying the budget, marketing demands a five-star venue regardless of cost, and the managing director's secretary keeps changing the dates. For the people in charge of the project, it seems everyone is pulling in different directions. Far from uniting behind a common cause, individuals are intent on putting their own priorities first and, where possible, pulling rank. The concept of genuine teamwork is forgotten, while each department focuses exclusively on its own requirements and refuses to give an inch. When managers allow this to happen, they are guilty of one of the worst business 'crimes'. One of the earliest lessons they should learn is that co-operating constructively will lead to significant long-term benefits; employees become more efficient, they can focus on shared goals and, when necessary, will be ready to go out of their way to help others get the job done. For this to happen, you need to do the following: Develop a shared vision Managers must support the interests of their team, but never to the detriment of other people in the organisation. The objective should always be to work with others in such a way as to ensure that everyone can achieve their broad goals. If your team understands the company's overall direction and their role in achieving success, they will also see what it takes to get there and why certain policies are in place. Therefore, it is vital for managers to share information about business strategies and explain why certain decisions have been made. When staff know what is happening around them, they will feel more involved, and that will lead to greater commitment and motivation. That is even truer if employees can also see how their career development plan is aligned with the goals of the business. To build a shared vision, you will need to keep staff briefed on what other departments are doing, especially if they are working on projects that will ultimately reshape the rest of the business. In that way, staff can anticipate change, be prepared for new requirements, and even contribute pertinent suggestions. Build a sense of community True co-operation occurs only when individuals look beyond their immediate responsibilities or concerns to understand which issues are most pressing for the business as a whole. No one would claim it is easy. So, if you run into road blocks, raise issues for discussion. This can basically force members of your team to consider alternative perspectives. A further step might be to arrange cross-departmental brainstorming sessions, or to set up cross-functional projects. Also, make it a habit to get to know managers in all the other areas of the organisation, so that you can appreciate their challenges and constraints. With first-hand knowledge of what others are trying to achieve, co-operation and finding solutions becomes second nature. And, as a knock-on effect, in-fighting and internal politics are put to one side. Develop relationship skills In a competitive business culture, the natural tendency is to push one's own views. All too often, though, that approach simply leads to time-consuming disputes and antagonism. If employees are to work with the maximum degree of synergy, they must learn to interact effectively. Rather than fighting to be right, the focus should be on sharing information, listening to alternative views, building on ideas and negotiating to reach mutually acceptable outcomes. In this way, any decision or agreed course of action will be based on a fuller examination of the issues, and the outcome is more likely to be positive. To foster an atmosphere in which people are willing to co-operate, it is necessary to pay special attention to interpersonal skills. At the outset, make employees feel valued, appreciated and included. Show that you value diversity, and avoid the temptation to downplay or dismiss views with which you personally disagree. This will encourage others to speak up and share their opinions, while also enhancing their self-esteem. Listen for original ideas and give each person a fair hearing. If you sense misunderstanding or disagreement, remember that the root cause may just be a lack of relevant information, so take steps to fill in the blanks. When building co-operation, the first principle is to believe that everyone has something valuable to offer. Therefore, if one point of view doesn't immediately make sense, ask for further explanation and then try to build on or improve the idea, as the discussion moves on. Finally, don't forget that the manager's role is to reach conclusions and get things done. Therefore, prevent meeting participants being long-winded, disallow irrelevancies, and be ready to put forward your own views convincingly. Article sponsored by Drake International, Hong Kong - a leading supplier of permanent and contract recruitment, human capital management and leadership consulting services Encourage a co-operative culture The following ideas will help to build awareness of the value of shared goals and co-operation: Look back to how the company started and identify the goals and values of the founders. See how these are reflected in the business today and pinpoint what your team can feel proud of. Review the organisation's current mission statement. Ask your team to come up with a team mission; then ask individuals to create a personal mission. Ensure your team understands how different departments work together. Then ask them to brainstorm about the type of challenges and rewards the members of other teams will have. Encourage team members to suggest ways they can help each other overcome known challenges. Give members of your team a problem to solve individually alone, then let them tackle the same problem together. Discuss the different approaches and compare the outcome when alternative ideas and viewpoints have been considered.