construction Empowered and Committed Teams

Managers - construction Empowered and Committed Teams

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In business, work is done by teams - either functional teams or scheme teams - or by individuals. Organizing and building efficient teams is a core competency of business management; and where projects are concerned, it is a core competency of thriving scheme supervision as well. In my opinion, scheme managers understand this significant thriving factor much more clearly than most other business managers.

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Managers

In this article, I want to look at high performing teams and the role of empowerment... Only a few times in my career have I been complex with truly empowered teams, and it is fabulous what they can accomplish. High carrying out teams - teams that perform at very high levels - almost always have three significant characteristics (among others):

The team is empowered to perform the goals of the project; The team is truly committed to accomplishing the goals of the project; and The team is the right team with the right skills for the project.

The question in most cases, at least in my experience, is that the culture and values are not in place in the organization to retain the reality of high carrying out teams. The organization may talk about empowerment, but does not make it so - regularly because command and control structures or attitudes are still too embedded in the organization or the supervision team. Or the scheme employer or executives may ask for (or worse demand) commitment, but they do not enable team members to be fully committed to the business goals or the scheme at hand.

Currently, I am very happy to say, I am with a business (DaVita Inc.) that truly "gets" and enables empowerment, and therefore, teammates can truly get committed to a scheme if given what they need - which is clarity about the goals, lots of data and communication, and cohesiveness in direction. (DaVita has a unique culture that fosters teamwork, mission, values, and purpose, and it emphasizes those things by oftentimes teaching and reinforcing the DaVita way. As a supervene of this empowering culture, DaVita has gone from startup to Fortune 500 in less than nine years! I can only hope other organizations begin to see the wisdom in this arrival and adopt it.)

Teams that are seen and treated as a loose variety of skills will never be high performance. Teams that are seen and treated as unique but equal individuals, who are capable of contributing superior work and who are brought together to create unity and synergy nearby the tasteless goals of a project, are much more likely to perform a high level of performance.

What can a scheme employer or business employer do to enhance team performance?

Seek to build the right team with not only the right skill sets but also the right chemistry and team spirit. Work with supervision to truly empower the team. Insist that the team not have to go up the ladder to get approval for everything. Every time the team has to go "up the ladder," it slows the team down and creates disappointment within the team. Promote empowerment within the team - that means not being the bottleneck for every particular decision. Lay out guidelines for issues and decisions that should be brought to the Pm and those that shouldn't. Involve the team in the whole scheme process. Don't go off and organize "the scheme plan" without them, but instead fully involve them in the planning process. They will advantage greatly in the process and add lots of value. They will point out dependencies and issues that you would miss. They will advise solutions or approaches that you would never think of. And then, ask them to commit as individuals and a team to the plan they came up with.

Now, the scheme employer must also be the coordinator and facilitator to keep the team and the scheme on track in the following ways:

Focus, and help the team focus, on the most leading things for that day and that week. Remind the team often of the scheme goals and furnish clarity about the goals. Provide lots of data about the schedule, due dates, deliverables, dependencies, and other factors that, if missed, can negatively impact the project. Enable the team to communicate directly with the customers or business sponsors. Continuously promote teamwork and data sharing. Empower everybody on the team to resolve issues and roadblocks. Maintain the scheme organization, visibility to management, and consistency of direction.

The business culture may be a barrier, but by the very seeking to build a scheme team that is both empowered and committed, the probability of scheme success will go up enormously.

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