A few months ago I assisted in the conduct
of a two days team building session. Seeing the organization break the barriers
of communication and alienation was very fulfilling to say the least. Before we
ended the top executives of the organization imparted their views on how they
appreciate the improved functional and cross-functional relationships among
them.
They said that, the invisible walls which
formerly isolated individuals and departments were broken. And they now have a
one team one vision mentality. However,
as I was listening to them, I asked myself this question: “Would they be able
to sustain the gains of the team building session and who will lead it?”
Who will lead the program and how will
she/he keep the fire of the team spirit burning? The driver of course is the CEO/Manager.
He should see to it that the gains of the team building session is sustained to
the hilt. Until the next off-site team building session comes along.
To be able to sustain the team spirit
gained in the off-site team building session managers/leaders may want take a
look at these two guidelines:
1. Encourage
communication and openness in the organization – What makes an off-site team
building exercise/game successful? It’s communication the team that
communicates effectively is the team that wins the activity/game. The team that
does not effectively communicates doesn’t win. Therefore, managers should see
to it that this culture of effective communication is brought and harnessed
inside the organization. Communication is like an oil being poured into a
rusted bicycle chain. It eliminates rust which creates cranking sound, it
strengthens the chain and it exposes the weak links in the chain so that can be
replaced or repaired. This is also what communications does to an organization.
2. Make the
hierarchical organizational structure invisible as the need arises – One of the
effects of organizational hierarchy is it creates unintended division. Notice
during lunch breaks, who normally are present on a table for lunch? It’s the
employees who are in the level of the same organizational hierarchy. For
example, lower level managers cluster themselves on a table during lunch time.
Same case with the middle level, top level managers and the ordinary employees.
They create their own clusters which is divisive and sometimes elitist.
It’s very rare
to see lunch tables with cluster of employees from different hierarchies. But
truth be told, its during this instance that the organizational hierarchy should
be made invisible. Why? To continue to
promote cross-functional team spirit and openness inside the organization.
What do you think? – Marino J.
Dasmarinas
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