Building and Leading Effective Teams 

– lessons learned from leading and observing teams. 

One must begin by saying how great teams can be! I have over the years thoroughly enjoyed being and doing things together in team and accomplishing something significant. 

Personally, I have also enjoyed team sports most of my life (my favourite by far being rugby) and the synergy that comes from sharing, linking, and partnering together gives me an absolute buzz. When a team is functioning well and effective it can accomplish more than double what we can by being a group, but not operating as a team. However, even in good teams things can go wrong, and do. So, what can we learn from those moments?

Firstly, let me focus on what a team is comprised of and key elements for an individual on a team. A team exists because it has a task to accomplish, and each member has a role that should suit their personality and gifts. Then there are roles to do with how the team functions together in relationship. This would include how we encourage each other, how we facilitate activities together, and how we solve frustration, tension and conflict amongst us. Thirdly, even though we are a group relating together towards accomplishing a task we are still individuals. The individual person is not there in the team to lose their identity but to contribute because of who they are. Every individual is asking the questions in the box below about key dynamics of team life and how they might fit as individuals. Walk through them as a team member or if you are the team leader ask also for those you lead and influence. If we can answer positively to the following, then we have the glue that will hold a team together. 

1. Influence:How can I influence the team and to what extent? Can I be involved in decision making? How can I use my gifts? Will I have a voice in things that concern and have an impact on me?

2. Recognition: Will people respond to me when I bring a contribution? Will I personally be affirmed and honoured or just the team? Will my contribution be significant? Will I be appreciated?

3. Inclusion: Where do I belong or fit in? How much do I express? Do I make contact or wait for others to contact me? Is there space for me and my strengths and gifts? Am I made to feel a part?

4. Affection: How close can we be with each other? Is it safe to share openly? How will I be affirmed? Can I confront and be confronted? Will I feel shame if I fail? Will there be room to learn and develop?

5. Fulfilment: Will I be able to be involved in things that I am good at and that I enjoy? Will I be involved in something meaningful and significant? Will I feel fruitful as a part of the group and be growing?

In making sure the above values are in place within the group we will have created the environment for successfully operating as a team to accomplish a vision and task. 

Let’s also be aware that as individuals we may have different needs and ways to feel supported and encouraged. Some of us feel supported by having clear structure or boundaries in which to operate. Others may desire stimulus or challenges to operate well and be motivated. And yet others may function well with strokes of kindness or lots of affirmation. It’s helpful to know who on your team needs what, how often and when is it appropriate to do so. 

Having said this, it does not imply that the team will not experience frustration, challenges or conflict. So, let’s focus on some of the key areas that can produce negative vibes and impact team life and effectiveness. 

From my own experiences of leading teams, together with my wife, and relating to and coaching other teams for over 40+ years, mostly across Africa, these would be some of the main issues I have experienced to be aware of that hold teams back from being effective. 

• Teams will function well or not depending on the leader(s). Where leaders function out of insecurity or immaturity and then become too directive or authoritative teams breakdown. Relationships become difficult to maintain, accusation become common place, and offenses are taken resulting in conflicts. So, understanding leadership styles and operating in the best style in a teams development is crucial. My recommendation for most of our normal YWAM teams and operation locations would be a participative, relationship style. However, this takes maturity and lots of time. 

• Following on from above, relationship issues are quite commonplace, even in good teams, and here what I have learned is to be more intentional and prompter in having crucial conversations (aka confront) and attempting to resolve tension and conflicts. In doing so you will avoid putting all your energy into conflict resolution and often still lose someone in the process. Personally, I far too often had a high trust level that things would get sorted but more often than not it didn’t, and it had worn me out.

• Because many of our teams are very international and diverse culturally this can lead to misunderstandings and tension about each other regarding food, clothing, family dynamics, discipline, communication, language, honouring, leadership roles and much more. Be open and create opportunities for these matters to be discussed and adapted to, so that offence is not perceived or taken.

• Another key area I discovered that can easily bring tension and disagreement is around what the team’s vision and goals are. Here I would say to be sure to often revisit the vision statement and goals (at least annually) and be sure everyone on the team, not just the leader, be engaged to determine what the vision clearly is for everyone and in that way ownership will be sure. 

• Lastly, the team meeting I observed to be often conflictions mostly because of various expectations that did not align. Men tend to want to discuss and do business type things in the meeting, talking about vision and action. Often singles saw the team meeting as their ‘buddy’ time looking for fellowship and friendship. While yet mothers often failed to make it to meetings because of childcare and when they did often desired something like in-depth input and encouragement. So having some honest discussions around expectations of the team meeting is crucial. We discovered that switching the purpose of meetings up a bit made sense and helped everyone get something. Also, I learned not to assume that the team leader should always lead meetings, be sure to switch that around too. And don’t forget to have fun together, especially around meals and special events. This will build relationship, boost morale and generally create and construct towards healthy team life without the focus always being on the vision and goals. 

I am sure as you read this you will acknowledge the diversity of experience in teams you have had, ranging from I wish that team still existed, to, never again! Hopefully these are a few pointers of thoughts to help you evaluate your past experiences and navigate the way forward in your current team. Certainly, the synergy experienced in a healthy team is worth putting effort into, and remember, relationship is always on God’s heart and foundational to the Kingdom.