With leaner workplaces, the big trend over the past few years has been to develop teams. Teamwork is now seen as a vital management tool because it improves communication and cooperation, reduces internal competition and duplication of effort, and makes the most of the talents of all employees.

But teamwork is no panacea. It requires a good deal of back and forth communication. If that’s not done properly, it can slow down decision-making to unacceptably slow levels.

So what are the habits of good teams? Teams are made up of individuals; the two go together. As quipped by Ricky Gervais as David Brent in The Office: “There’s no ‘I’ in ‘team’, but there is a ‘me’ if you look closely”. Smart companies find a balance between the two.

To create more effective teams, there needs to be a big focus on communication. That means back-to-back meetings for all teams. That can include everything from weekly catch-ups to daily scrum meetings in the morning to discuss what needs to be done today and fortnightly retro meetings, which examine how things are tracking and what needs to be done differently.

Experts say teams need leadership, clear rules and systems that build on the strengths of each individual team member. Some companies have distinctive approaches to teamwork worth considering. Team culture is part of the ethos at online job search agency Seek, whose latest profit soared 9% to $97.7m. All teams at Seek, from sales to human resources, get rewards for solid achievements. The awards are given to individuals and teams. Standout performers might get a list to choose from, ranging from a movie voucher to a day off. Team members are also given one day off a year to do community work together.

An effective team has to focus on the big picture. That’s a big change from the conventional workplace where people are expected to work on a job without being told how their role contributes to the desired end result. When they understand the big picture, there is more collaboration, more commitment and better quality.

A ‘buddy system’ can help people can share skills. A bindery manager could be given a sense of the sales process, then teach the buddy their way around a saddlestitcher. Cross-training gives team members more awareness of how their jobs are interdependent. It increases the team’s flexibility, improves response time and gives people a much better idea of the big picture.

Good teams also work better when the members play to their strengths. These can be identified through formal surveys and questionnaires, or just getting to know team members. Team leaders are crucial because they provide the necessary support and structure for the team. That starts with putting together the right people and assigning their tasks with their natural skills in mind. Not every person is capable of doing every job. Similarly, being a team leader is special skill on its own.

Many companies like to set up teams but don’t do it that well. In those places, we see weak leadership, low levels of commitment, wasted time, and poor performance results. A good team and process could change all that.

Leon Gettler is a senior business journalist who writes for a range of leading newspapers and journals

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