April '19

For the Business of Apparel Decorating

Issue link:

Contents of this Issue


Page 12 of 68

1 0 P R I N T W E A R A P R I L 2 0 1 9 Stacking the Roster DEFINING ROLES IN A TEAM-BASED BUSINESS BUSINESS MANAGEMENT Your Personal Business Trainer V i n c e D i C e c c o team members from varied work experienc- es and try to combine people with different work motivation as well. In the language of the Social Styles, team people up that col- lectively exhibit all four personality traits: • Analytical • Driver • Expressive • Amiable A CASE OF THE OBVIOUS AND THE FORGOTTEN Besides the team leader and its members, three specific roles on teams (sponsor, facili- tator, and coordinator) often go unassigned. Like the Golden State Warriors' owners, Joseph Lacob and Peter Guber, the team sponsor acts as the "cheerleader" for the team's cause. Perhaps, you've seen a compa- ny tout themselves as "the official sponsor" of a team or sport. The person (or executive group) who is responsible for starting a work team should, likewise, proudly advertise their sponsorship. While the sponsor should not take an active role in the day-to-day activities of the team, they should provide resources and capital sup- port, remove any roadblocks, and monitor team progress. The team sponsor should be the person with the most vested interest in the success of the team. They should clearly address the TEAM is- sues—trust, empowerment, accountability, and motivation—to the team and the or- ganization. Let's use an example of the Off-Quality Reduction Team. The sponsor makes an announcement at an all-employee meeting launching the new team. She introduces the P rofessional sports franchises are comprised of many parts. They all have nicknames, lo- gos, and uniforms designed to define the 'personality' of the team. Most have fan clubs, newsletters, and press releases that report on and generate interest in the team activities. Press guides, yearbooks, and game programs chronicle past records and statistics. But all these things are meaningless without the players, coaches, trainers, and owners. The best-written playbook is worthless without the appropriate personnel to execute the game plan. From Draft Day to game day, the selection of people and the understanding of each person's role are critical to the success of a team. There is no difference in running a team-based business or commissioning a performance improvement team within your company. Each person has a role and responsibilities. When a team member abandons their assigned role or attempts to assume the responsibilities of others, often less than desired results are predictable. TEAM ROLES: LEADER AND MEMBERS Although rarely referred to as a formal 'team,' some departments act as one setting spe- cific goals and objectives for the upcoming year. Depending on the leadership style of the manager, some have developed, adopted, and published a mission statement. Mission statements provide focus while goals and objectives illustrate the direction of any team, whether it is a natural work group, special project team, or standing committee. Look around your company. You may not hear the words 'mission statements' and 'objectives' uttered around the water cooler, but the common thread in successful teams are focus and direction. The successful team leader and its members will have a singular vision for what needs to be done, when it must be completed by, who will perform specific tasks, and what degree of quality is expected. Team leaders and members are obvious roles. The selection of the right people to fill those roles is the tricky part. When a person is selected to be a mem- ber of a team, assume he or she will bring an area of expertise, an initial perspective on how the team should function, and, usually, a definitive opinion about the key challenges facing the team. In my experience, the most accomplished and creative teams have been cross-functional and multicultural in their composition. For example, imagine you are commissioning a task force to reduce the percentage of off-quality garments. Certainly, you would expect your production manager and lead operator to participate. However, you may not think to solicit the input of a sales representative or the customer service manager. Since quality is widely defined as meeting customer expectation, wouldn't it be wise to include employees that interface with your customers on a regular basis? Multicultural, in the vocabulary of teams, does not necessarily mean people from different countries of origin, races, and religions. The culture referred to here is business culture. Select

Articles in this issue

view archives of Printwear - April '19