Team Practice---商业即兴45

Team Practice团队练习

Introducing a style of teamwork and team leadership is one thing.Making it work on a day-to-day basis is another. From a leadership point of view simply giving people permission to contribute to a team rarely creates the positive dynamics we’ve outlined above. People don’t respond to just hearing the new rule—they respond to seeing it put into practice. People have to be convinced that as part of a collaborative team there is no right answer that will win them status. They have to understand that their value is in their voice—the act of simply participating—and that they need to make contributions to the team without fear. People really have to feel that status has been set aside before they will loosen up and let things flow.

引入团队合作和团队领导风格是一回事，而使其每天工作则是另一回事。从领导的角度来看，简单地让人们允许为团队做出贡献很少会产生我们上面概述的积极动力。人们不只是听到新规则就做出回应，而是响应将其付诸实践。人们必须确信，作为协作团队的一部分，没有正确的答案可以赢得他们的地位。他们必须了解自己的价值在于他们的声音-参与其中的行为-他们需要无畏地为团队做出贡献。人们真的必须感觉到地位已经被搁置，然后他们才能放松并让事情顺其自然。

 So it becomes an additional responsibility of a team leader to make sure that people are both involved and protected. This not only requires leading by example; it also requires that a leader become the great protector of every person in the team. Personal attacks, petty jockeying for position, and outright bullying are deadly poison to team morale. The leader has to make sure that while a team’s communications are open and honest,they are always based on mutual trust and support.

因此，确保人员参与并受到保护是团队负责人的另一项责任。这不仅需要以身作则。这还要求领导者成为团队中每个人的伟大保护者。人身攻击，小规模争夺职位以及彻头彻尾的欺凌对团队士气是致命的毒药。领导者必须确保在团队沟通公开而诚实的同时，他们始终基于相互信任和支持。

Time is really the X-factor here: we’re talking about diligence and consistency. A memo announcing a new approach to teamwork is fine, yet it’s only by having that new approach work over time that people will train themselves to become better team players. As with any element of corporate life people must have the opportunity to put best practices into action over and over again so that they can become “business as usual” workplace habits.

在这里，时间实际上是最重要的因素：我们正在谈论勤奋和一致性。一份宣布采用团队合作的新方法的备忘录就可以了，但是只有随着时间的推移，这种新方法才能奏效，人们才能训练自己成为更好的团队合作者。与公司生活中的任何元素一样，人们必须有机会一遍又一遍地将最佳实践付诸实践，以便他们能够成为“一切照旧”的工作场所习惯。

 From the simplest elements of good teamwork—eye contact, active listening, focus and concentration, postponing judgment—to the bigger issues of “Yes, and” communication and collective ownership of ideas, all of these work together over time to allow a team to function at its highest level.If the foundational architecture of a team is solid and well thought out, it’s actually very easy for trust and support to happen naturally.If poor team architecture is either erected or ignored, it’s going to be very difficult to suddenly get a team to function well when the next crisis hits.

从良好的团队合作的最简单要素—目光接触，积极倾听，专注和专注，推迟判断—到更大的“是”，沟通和想法集体拥有权，所有这些随着时间的流逝共同发挥作用，使团队可以如果团队的基础架构牢固且经过深思熟虑，那么信任和支持就自然而然地变得很容易;如果竖立或忽略糟糕的团队架构，突然之间将很难很难在下一次危机来临时，使团队运作良好。

Therein lies the beauty of the cost-benefit equation for teamwork.Perhaps worrying about such soft-sounding things as “trust” and “support” appears to be an indulgence when things are easy and the quarterly reports look rosy. At some point, though, when the excrement hits the oscillator and everybody is under pressure, you’re going to need a team that can execute perfectly, and at that point having spent a bit of time curating your teams will turn into the wisest of investments.

团队合作的成本效益方程式的优点就在于此。也许当事情变得轻松而季度报告看起来很乐观时，担心诸如“信任”和“支持”之类的轻声说话似乎是一种放纵。但是，在某个时刻，当排泄物击中振荡器，并且每个人都面临压力时，您将需要一个能完美执行的团队，并且在那一点上花一些时间来策划您的团队将变得最明智。投资。

 In times of risk, uncertainty, and crisis, people fall back on their overpracticed behaviors.20 If you want people to rise to the occasion in times of crisis—and we all know that in the business world  there will be occasions—then you have to prepare them for that. Give a team a chance to get used to doing its best when things aren’t to hard, and that team will know exactly how to do its best when the challenges get tougher. 

在风险，不确定性和危机时期，人们会退缩于过分的行为。20如果您希望人们在危机时期升起，我们都知道在商业世界中会有很多场合，那么您就有了为他们做准备。给团队一个机会，让他们在事情不那么艰难的时候习惯于做到最好，而当挑战变得更加艰巨时，该团队将确切地知道如何做到最好。