Developing the right team is critical to an organisations success. This applies to every single team, from the leadership team to reception to the finance department, facilities and IT.

Team building is all about getting relationships right and is a crucial first step to achieving the overall vision and goals of the organisation. It’s not just a matter of appointing the right people to the right jobs. It’s about developing good relations between all the teams across the executive, staff, customers and wider community.

This process is tied to the values executives want to instill. At Turning Point HR Solutions we work with highly successful executives to develop knowledge of the key qualities needed to run an exceptional organisation. High on the list is the need for emotional intelligence; an almost instinctive understanding of what makes people tick. Without this quality it is virtually impossible to build a great team. Get the team dynamics right & much else follows naturally.

Turning Point’s team building is based around understanding and developing the 10 elements for team success.

Identify skills gaps – We help consider the balance of teams and find people who complement each other. Our P3 Team and Recruitment Expert tool assists by identifying the needs for a particular role in a team, & developing a profile to actively recruit people with those characteristics.

Build friendships – Successful teams are built through friendship, trust and spending time together. Working on friendship building has been shown to turn poor performing businesses into outstanding performer with virtually the same leadership team.

We enable team members to understand each other characteristics & appreciate the benefits their differences give to a successful team.

Identify and promote talent – A crucial part of team building is spotting people with talent and giving them opportunities to grow. We encourage managers to find the best in people and to utilise those who show talent.

Play to people’s strengths – On business teams some managers will move people around because they want them to get experience in all sorts of skills and different areas. Until teams are high performers it is vital to play to people’s strengths.

Help people to develop – When team building we identifying people’s strengths and talents but recognize “Nobody’s perfect”. Working with teams we help to develop plans to give all team members an opportunity to improve by developing skills and helping people to grow and really push them personally.

Lead by example – It is a leader’s job to act as a role model. Set high expectations but I never ask people to do things that you wouldn’t do yourself. Being prepared to roll your sleeves up. Leading by example is critical – our coaching programme is used by many organisations to help here.

Delegate – A high performing team set objectives and makes sure the right outcomes are achieved by delegating wisely. Successful teams recognise and appreciate that people do things in many different ways. But if someone keeps making errors and the outcome isn’t what is wanted then they need support for the team.

Be prepared to move people on – A team cannot be successful if it has ‘dead wood’. While always trying to grow and develop people who want to be part of a successful team tackling those who don’t is vital. It’s about holding people to account.

Take collective responsibility – It is absolutely critical that the team understands that they have collective, corporate responsibility. Teams must have full and frank discussions at team meetings but when a decision is made and people move outside the door then everybody has to abide by it.

Be positive – Team members must say different things at different times in order to ensure a positive output. The impact of words should not be underestimated. We work with teams to create the sense that there is no such thing as failure; that mistakes can be learnt from, take risks and have a ‘no blame’ culture. It’s about avoiding the negatives and promoting the positives.”