Chicken … onion … plantain … green pepper and … Where’s the rice?!
It’s leftovers night, and everyone’s starving. Time for a nice stir fry. You’ve got everything pulled out of the fridge and ready to chop. And then disaster strikes: at the last minute, you realize that what you thought was a container of leftover rice is actually pasta.
Well, there’s no way in hell you’re putting plantain on pasta.
You think fast. If you switch out the plantain for some tomato and oregano, you could end up with a nice Italian(ish) dish. It isn’t what you originally pictured, but it works. Dinner is saved!
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Recipes like this are a pretty good metaphor for what it’s like to be part of a team. Every ingredient brings its own flavor—its own strengths and weaknesses. Some combinations become greater than the sum of their parts, while others just do not mix well. Sometimes you need to dial one ingredient up or down to keep the overall dynamic right. Balance is key.
At some point in your career, you’re going to be added to a team. Maybe you’re an accountant who’s just joined the finance department at your new employer. Perhaps you’re a freelance designer who’s joining with other freelancers to launch a new mobile app for your client. Maybe you’ve been asked to work on a special short-term project at your job. Or maybe you’re an entrepreneur who’s working with business partners to open an online store.
In the 21st century, it’s nearly impossible to go your entire career without ever being part of a team. And that presents a challenge, because every team is different. So you need to know how to perform your job while also adapting to those around you.
Teamwork Is in High Demand
Teamwork is one of the most important soft skills, because it has a direct, tangible, measurable impact on the quality of your work, how productive you are, how happy the client is, and whether your company can be profitable enough to stay in business. This, in turn, makes employers and clients extremely interested in workers who know how to work well on a team.
Part of being a first-rate team member is understanding the dynamics of the specific team that you’re with. Sure, there are similarities across an industry, or within a company. But the faster you can spot and understand the idiosyncracies of your current team, the more you’ll be able to contribute. And delivering your highest quality work is the best way to get noticed for leadership opportunities or promotions.
If you want to be an excellent teammate, your first priority should be to get to know your team’s structure, dynamics, strengths, and weaknesses.
8 Questions to Better Understand Your Team
You could spend months (or even years) observing your team in order to get to know them.
But maybe you don’t want to wait that long. Maybe you want to fit in better from the start.
If that’s you, here are eight questions that will help you quickly assess the group you’re becoming part of, so that you can avoid putting plantain on the pasta. By considering these questions while you observe the team, you can gain a lot of insight into how the group works and how best to fit in.
1. What type of team is it?
A functional team, such as a department like marketing or finance, will probably have a clear hierarchy with each team member reporting upward.
A cross-functional team brings together people who perform different roles. They may have quite diverse perspectives and methods on how to get the work done. They typically thrive on collaboration and sharing expertise across disciplines.
A project-based team or task force is a short-term team with a specific goal. They tend to have very clear roles and require excellent time management, due to the time-sensitive nature of the work.
2. How is the leadership structured?
Top-down leadership is common, with decisions handed down and tasks delegated to team members. These teams are less collaborative and innovative, and team members’ contributions are likely to be judged based on their seniority.
Shared leadership offers a more modern, collaborative approach. Responsibilities are likely to be assigned to various team members. Everyone is involved in decision-making and problem-solving, which offers more opportunities to step up.
Transformational or servant leadership is sometimes used in contexts where innovation, change, and the growth of team members is very important to the organization. The focus is on giving team members what they need do their best work.
3. How well-established is the team?
If you’re being added to an existing team, it’s likely that roles and responsibilities are already set. If you’re replacing someone, it’s possible that their strengths were somewhat different than yours. You’ll want to take care not to step on toes without good reason, and it might take extra effort to really feel like part of the group.
Teams tend to go through predictable stages of maturity: they come together, experience conflict, learn how to make it work, perform as a group, and finally disband. Try to get a sense of which stage your team is in.
If the team itself was formed recently, there might be more opportunities to influence its dynamics and vibe. Knowing your own strengths ahead of time will help you know where and how to jump in, if you want to have a greater influence on the group.
4. How do team members communicate and collaborate?
Some teams keep things on the formal side, with scheduled meetings, emails, or structured reports. If this is your team, you’ll need to adapt to structured, clear, and professional communication. This often goes along with a more hierarchical team structure, where spontaneous collaboration might go against the grain.
Other teams touch base more casually and spontaneously, through quick chats, instant messaging, or spur-of-the-moment discussions. In this case, you’ll want to work on staying flexible, thinking fast, and contributing on-the-go.
Some teams use collaborative platforms like Slack, while others focus on face-to-face or virtual meetings. Pay close attention to how team members share information and work together. That will help you figure out when to speak up and when to listen.
5. How big is the team?
Small teams of 3–5 people often have closer relationships and require more individual responsibility. You’ll probably wear multiple hats, and your contributions will be very visible to the group. Collaboration might feel more intimate, and you’ll need to build strong relationships with each member.
Larger teams of 10–15 people will probably (hopefully!) have more defined roles and operate in subgroups. You’ll focus more on your specific role, while also learning how to navigate the complexities of broader group dynamics. Understanding how to complete your own work efficiently while contributing to the overall team is crucial in large teams.
6. How diverse is the team?
Teams can be diverse in terms of skills, experience, culture, and even personality types. This can be great for creativity and innovation, thanks to having a broad range of different perspectives. But it can also take more effort to bridge those differences.
If the team is diverse, it’s important to remain open to different ways of thinking and working. You’ll need to embrace learning from others and perhaps adjust how you present ideas to ensure everyone is included. But this diversity can also be your strength—the more perspectives you engage with, the better equipped the team is to solve problems creatively.
A less diverse team could mean a more streamlined process where it’s easier for everyone to get in sync. But you’ll need to be ready to push for fresh perspectives when things start to feel stale or uninspired.
7. What strengths do you see?
Teams might excel in areas such as creativity, technical expertise, communication, or efficiency. Some teams have a strong sense of camaraderie and trust, while others might stand out for their strategic thinking or problem-solving capabilities.
Look for ways to complement the strengths that you see—that is, to harmonize by offering something closely related that will support the great things already going on. If the team is highly creative, find ways to complement or enhance their ideas with practical solutions. If the team is strong on execution, maybe you’ll shift your focus to ensuring that the finished work is high quality.
8. What gaps do you see?
Teams often have small weaknesses in communication, organization, decision-making, or specific skills. These gaps might be obvious, such as a lack of technical expertise, or more subtle, like ineffective conflict resolution or unclear role definitions.
Gaps can represent an opportunity for you to shine. If you have skills that fill a gap, you can become a valuable resource for the team. Maybe the team struggles with communication, but you’re good at providing clear, concise updates or facilitating discussions. Recognizing where the team needs improvement can be a great way to find your own place within the group.
How to Use the 8 Questions
Maybe you’re new to your team, or perhaps you’re simply looking at them through fresh eyes. Maybe there’s been a recent shakeup in leadership, or other members have joined and changed the dynamic. Whatever the situation, remember these tips for using the questions we discussed above:
Take your time. To get good, solid answers to these questions, you’ll need to observe the team over time. Give yourself at least a few weeks before assuming you’ve got all the insights you need.
Put your ego on hold for a bit. You might be joining a group that’s been working together for years. You probably feel some pressure to make a splash and show you’ve got lots to offer, but that can come across as arrogant and pushy. Take it slow and prove your worth by supporting the group before you start pushing your own ideas.
Keep an open mind. You’ll probably come across perspectives and processes that you don’t understand. Don’t be too quick to dismiss them. Ask curious questions and keep in mind that you’re just one part of the team.
Consider the individuals as well as the group. Make an effort to understand each team member—their experience, skills, strengths, weaknesses, and perspective. But try to do it from a place of positivity and inclusion. Don’t use your observations to work against someone or undermine the group.
Conclusion
“Coming together is a beginning. Keeping together is progress. Working together is success.” Those words by Henry Ford are truer today than ever before.
Most people don’t take the time to observe and understand the group they’re working with. If you’re one of the few who’s willing to put in the effort, you’ll see the benefits in your own career. Figure out how your team works and what people need, and you’ll know where you can really shine.
