Individual Team Structure: Core to Dispersed Team Success & Longevity

 By Laura Smith, Vice President of Global HR, Digital Intelligence Systems LLC

Team structure is something every manager aspires to achieve but rarely focuses on. The word itself has a stigma when it is being framed in the business world, as people usually parallel needing structure with needing discipline in thought, mind, or action—like a parent structures a child’s routine.

But nothing could be farther from the truth. Think of the manager as a coach and the structure as the playbook. Achieving success is based on carefully crafted plays that maximize performance for every player. A manager who puts a solid team structure in place is focused on achieving goals in a timely, efficient manner, aligning the team with the strategic goals of the organization. This type of structure provides employees with a greater sense of purpose and belonging.

Structure becomes even more necessary when managing teams dispersed globally, but it is also much more complicated.

In the previous pieces of this managing dispersed teams blog series, topics like Dispersed Teams: Communication Guidelines to Keep Channels Open Around the Globe, The Importance of Total Team Inclusion and Tips to Make it Easier, and Cultural Awareness: The Key to Dispersed Team Success were addressed. This piece on managing dispersed teams will focus on team structure and what that really means. It will also go into some key elements of team structure and discuss how to tailor team structure to include globally dispersed team members. And finally, it will talk about how cultural awareness impacts structure.

What is Team Structure?

Team structure is the framework in which a team learns to operate efficiently and achieve department and company goals. It clearly identifies the specific roles and responsibilities of each team member and how the team interacts to meet company objectives. 

Really, companies have always had business structures in place. It was an unspoken trickle down of goals, tasks, and milestones from the CEO to senior management to line managers and then to employees. 

But now, individual teams are discovering the beauty of a tailored team structure to fit the unique needs of those working in it. Team structure has taken a step back from its purely hierarchical makeup and more cross-functional, integrated models have gained significant traction toward the goal of workplace efficiency.

Many businesses have evolved to understand that innovation and break-out success can come from anywhere in the organization and by giving everyone a stake in the game and a say in their own workplace future, employers can improve retention. As a matter of fact, empowered teams and individuals have a greater sense of purpose within an organization, resulting in fresh ideas, higher employee engagement, and positive financial results.

Team Structure Essentials

1. A Clearly defined chain of command. From a strictly hierarchical perspective, the team manager is the primary decision maker within a team—and logically so. But a team manager may elect to spread the responsibility to other team members based on team dynamics and individual expertise or specialty.

For example, if an employee has proven themselves to be an expert in their role, their manager could give them individual authority to make decisions without checking first. Or, if mentor relationships are forming within the team, there could be some delegation of authority to the mentors.  

In the case of geographically dispersed teams, a manager working in HQ might opt to switch up the direct reporting structure of a team member in India to someone on-location who understands the cultural norms or who communicates more effectively with the dispersed employee. 

Chain of command doesn’t have to be cut and dry anymore. It can be customized to fit a team’s needs. As long as it is clearly defined, understood, works well with the team, and encourages meeting milestones, it can continue to be an area guided by the team’s unique circumstances. This will lead to empowered team members who feel greater purpose and a stronger connection to their organization’s mission.

2. Defined roles and responsibilities. Experience has shown that employees don’t just get hired to do one job.Knowing who does what and who is responsible for task completion not only provides structure within a team, but it also clarifies each employee’s contributions for those outside of the immediate group. This becomes essential when a manager is demonstrating a specific team’s value within an organization or when it comes time to take on new tasks associated with business growth. 

To encourage structure, effective leaders should ensure that dispersed employees are recognized within the team and their value is noted publicly to others. Part of this does fall onto the employee as well, but managers should be diligent about full-team meetings where the dispersed employees have an open forum to discuss their work as necessary and gain face-time and voice-time with the rest of the team.

3. Defined Communication Practices. This is a point that has been discussed in nearly every other piece in this series—and it is equally important when talking about structured teams. Structure can’t be defined, maintained, and refined without regular and consistent communication. Without it, a team’s infrastructure will crumble and team members will lose their sense of purpose within the organization.

To encourage constant communication, a manager should step beyond the average weekly or monthly team meeting and work with web-based collaborative tools that help document and manage workloads, tasks, and statuses openly. This approach ensures that plans and documents are always accessible to everyone and outline every aspect of a project with specific team member assignments, agreed upon due dates, and completion milestones.

Thanks to technology, this type of accountability can be accessed 24/7 regardless of location and gives everyone a constant sense of the important work being done. This should not replace the scheduled calls and video conferences already in place for status updates and celebrating success, but should serve as at-a-glance tools to remember what’s happening and reinforce the individual roles of those onsite and offsite.

What Role Does Culture Play in Team Structure?

1. Cultural awareness. Culture plays a huge role in many parts of the team structure in geographically dispersed teams. The previous piece of this series, Cultural Awareness: The Key to Dispersed Team Success, talked about the importance of understanding how the cultures in which dispersed employees are entrenched view hierarchy. This is a major component in building a team structure and a major consideration when working through team structure plans.

2. Collaboration nuances. Now more than ever, managers understand the importance of catering their communication style to each team member. This becomes doubly important with a dispersed employee as mannerisms and communication norms for that individual aren’t determined easily. 

Understanding how a globally dispersed team member interacts, understands, and responds to team members and dynamics is essential to structure. It can shed light on effective partnerships between team members, revealing the most appropriate place in the leadership hierarchy to place each global team member for maximum efficiency and engagement.

Successful organizations must adapt to constant change and understand the value of geographically dispersed employees, focusing on individual strengths and how they help an organization meet its goals and enhance an organization’s internal company culture.

Laura Smith is the vice president of global human resources for Digital Intelligence Systems, LLC—a global services and staffing firm based in McLean, Va., with more than 35 offices worldwide. Smith has more than 25 years of human resources experience and maintains the HR certifications SPHR and SHRM-SCP. She has also been named toStaffing Industry Analysts’ Global Power Women in StaffingListfor the last two years.

Cultural Awareness: The Key to Dispersed Team Success

By Laura Smith, Vice President of Global HR, Digital Intelligence Systems LLC

A top concern for companies who have extended employment opportunities to global candidates is ensuring that all employees have a basic understanding of some vital cultural differences.

So far, this four-part series on managing geographically dispersed teams has tackled communication guidelines to keep channels open around the globeand the importance of total team inclusion with tips to make it easier. These two important goals—communication and inclusion—are integral parts of successfully executing on the third topic: understanding, respecting, and acting upon the cultural differences that an organization’s dispersed team members represent.

To understand culture, it is important to know exactly what the term means. Culture is a system of values, positions, behaviors, and attitudes that are shared collectively across an organization. In many companies, culture is an unwritten and unspoken “feeling” that fuels how people view coming to work, getting involved in business events, and team interaction. It often does not reflect on a stated set of core company values which define how employees should interact with each other. Ultimately, a company’s culture plays a direct role in new hire recruiting, workplace happiness and productivity, loyalty, and retention.

It is vital that a company’s culture is defined based on company values and that the tone is set from the very top of the leadership team. When done effectively, the desired culture can then permeate the entire organization and positively impact innovation and profitability. Conversely, a culture that doesn’t support transparency, respect, and a fair amount of risk-taking will eventually affect all aspects of work life with an end result of high turnover.

Below are a few points on how to establish a positive, productive culture among team members across all global locations:

Identify Core Company Values

This is where it begins. When a company articulates core values and reinforces them in a variety of ways across all locations, employees are better able to sense a common culture reflecting those values. Leaders must understand what it means to demonstrate behavior consistent with those values. When all employees are held accountable to their company’s values, that’s when magic occurs in the retention, productivity, and profitability arenas.

Practice Empathy

Empathy is the most important skill of an effective leader and is a key factor in how each interaction among team members is shaped. Empathy is a needed skill for global leaders because it plays into helping everyone understand culturally diverse employees. However, a study released in Februarydetailed that only about 40 percent of leaders are “proficient and/or strong” in the area of empathy.

The appropriate use of empathy doesn’t happen overnight. It is molded to the culture of an organization by the pace at which teams need to produce results. When teams are dispersed and in-person communication is rare, empathy can display itself in the simplest of things: understanding the specific workplace needs of employees in another country; checking in with them regularly about their work/life balance; understanding varying country’s holiday calendars and finding a way to share and relate; and being sensitive to time zone differences. All of these help establish and nurture an empathetic environment that touches employees on a personal level and spawns conversations that demonstrate the importance of individual experiences.

Understand Differences in Hierarchy

In the United States and other western countries, it is a predetermined fact that people are generally seen as equals, resulting in a horizontal society. Everyone is in charge of their own career success and also how they are viewed by those in their communities. Many HR experts and executives have dissolved old fashioned management policies and have led the shift into more “agile” workplaces that include open-door methods, constant dialog, and spur-of-the-moment decisions.

But in many other countries, hierarchy is a comfortable and accepted concept to which many are accustomed. Known as a vertical society, decisions come from the top and are more structured than an impromptu meeting held in a hallway outside a manager’s office. Decisions are made in an official capacity and then rolled out to everyone else.  

In this area specifically, it is important for managers to understand how dispersed team members view authority and then cater their style to that view.

Allow Formalities to Set the Stage for Success

How do other cultures greet each other? Are there any western mannerisms that could be seen as offensive or disrespectful in other cultures? What regional differences are there in the concept of “professional dress”?

Business deals have fallen apart because leaders did not study and understand the formalities of a country in which they were doing business. And when it comes to team dynamics, it is always best to understand if any phrases or gestures within American slang are offensive or if there are other aspects of daily culture that could be seen as globally insensitive. 

Paying attention to cultural workplace formalities and how they differ from the accustomed to standard is key to global teams working together efficiently and to their fullest potential.

Foster Collaboration Across the Globe

Collaboration is assumed in a lot of the interactions undertaken by western teams. Innovation, likewise, flows freely, whether it is by the water cooler or sitting in a boardroom. But in other countries, hierarchical norms could make it difficult for a global team member to participate in such discussions. That is why it is important for a leader to understand the norms in another country and to draw out the ideas of dispersed employees in a thoughtful and respectful way. Understanding these potential issues can help managers work with these employees to help them feel comfortable in collaborating with others.

There are so many additional attributes that help foster a positive culture among globally dispersed teams. And, as with most successful global endeavors, communication is key. Those companies that invest time in understanding the importance of corporate culture and, by extension, a culture of inclusion will see these efforts pay off not only with worldwide employees, but also with the bottom line. 

Learn more about dispersed team management in the following upcoming blog post:

• Topic 4: Structure.Showing consistency and structure by holding weekly meetings individual check-ins and conveying clear expectations and objectives 

Laura Smith is the vice president of global human resources for Digital Intelligence Systems, LLC—a global services and staffing firm based in McLean, Va., with more than 33 offices worldwide. Smith has more than 25 years of human resources experience and maintains the HR certifications SPHR and SHRM-SCP. She has also been named to Staffing Industry Analysts’ Global Power Women in StaffingList for the last two years.

Reaching Up and Out: How Millennial Managers Can Effectively Enable Older Workers

Reaching Up and Out: How Millennial Managers Can Effectively Enable Older Workers

By Rishav Gupta, CEO, iCoachFirst

If you look to Mark Zuckerberg for management inspiration and prefer to give your direct reports shout-outs on a company-wide Slack channel, odds are you are a millennial manager.

Although millennials may now be a majority in the overall workforce, they’re still coming into their own as managers. Only about 28 percent of millennials are now managers, but they have big plans for the future: research from Deloitte shows that 53 percent dream of being the leader or most senior executive at their current company. As those dreams become reality, more millennials will manage older and more experienced employees. After all, baby boomers and Gen Xers still make up about 30 and 35 percent of the workforce, respectively.

Rest assured there are ways to overcome the challenges that come with managing older workers, including having tough conversations with employees who have been in the workforce for 30 or more years. Here are some strategies for building a better rapport and enabling employees’ top performance:

Ditch the Desire to Be Authoritative

One of the worst ways to garner respect is to demand it. Instead, be a leader who builds a foundation based on trust, teamwork, integrity and transparency. This type of leadership coaching is not only more effective, but it also comes naturally to many millennials, who seek it out in their own managers and mentors.

While everyone’s coaching mindset is unique, the qualities that most employees look for in a coach are remarkably similar. Employees want leaders and coaches who set clear benchmarks, provide training, give regular and immediate feedback and help employees find purpose in the workplace. It's also important to align coaching goals to the goals of the broader organization, so that the goals you set for your team align with the vision and direction of the organization.

Tap Technology Selectively

Your position as a member of the first generation of digital natives most likely weaves into how you approach work and collaborate with colleagues. But instead of firing off a quick IM, try stopping by an employee’s desk to discuss the project at hand. It will go a long way for those who entered the workforce before the days of hyperconnectivity and value more personal, face-to-face relationships.

Many older employees are surprisingly open to embracing tools so that they can share knowledge, garner feedback and put forth new ideas. To leverage the full power of social and mobile collaboration tools, ensure those tools can be integrated into existing workflow channels so they are not viewed as disruptive and make feedback a two-way street. When recognition and feedback flows in every direction, employees stay engaged, focused and productive. 

Be Flexible
Varied generational views and attributes means you’ll need to be flexible in managing a blended workforce and adapt to different work styles. This includes recognizing your own desire for flexibility—for example, working remotely to accommodate personal commitments may be new to your direct reports who are accustomed to a more traditional work schedule.

One of the best ways to ensure everyone is comfortable with different work styles is to get aligned around the same set of goals. These goals should be agreed upon by all team members and revisited regularly to remain relevant in the face of evolving business realities. It is your job to help employees see the link between daily work and overall goal achievement, which is best done through a mix of continuous micro-conversations and check-ins that ensure transparency, as well as tools to provide longer lines of sight into progress. 

As a millennial, you have already been part of the complete upending of the American workforce as it was long known. That transformation will continue as you take on increased leadership roles, and increasingly, it will be your responsibility to not only manage performance, but also to enable it.

Identifying and Developing High Potential Leaders

by Stephen Hrop, Ph.D., Vice President of Organizational Development Services at Caliper 

In recent years, numerous articles and conferences have addressed the topic of identifying high potential (Hipo) leaders. For example, the “9-Box” model has become a nearly universal standard for identifying Hipos over the past 20 years because of its highly publicized usage at GE under CEO Jack Welch in the 1990s. However, that model provides absolutely no guidance on how to define “high potential". 

In fact, many organizations have great difficulty differentiating genuine Hipos from those who have a track record of strong performance. As noted in a Harvard Business Review article (“How to Keep Your Top Talent”; May 2010), only about 30 percent of high performing leaders have significant advancement potential. Put another way, 70 percent of high performing leaders do not qualify as “high potential”! What this suggests is that a track record of high performance is a necessary, but not sufficient, factor in determining advancement potential. Nor does the 9-Box model shed any light on how to develop Hipos once they’re identified. The rest of this article will focus on these topics.

As a former head of talent management for a major corporation and now an executive coach and succession planning consultant, I’ve observed three factors that consistently differentiate Hipos from others who are strong performers, but not genuine Hipos. The first factor is resourcefulness. This is the ability to quickly overcome non-routine obstacles to the achievement of objectives. Hipos are able to find a way forward in these situations and rarely get “stuck”.

The second factor is what I call “Leader GPS”. Hipos are able to navigate a much larger landscape in their approach to work. They have an intense outside-in perspective (e.g., an awareness of external best practices and major trends in their industry) and think cross-functionally. In contrast, many top performers who are not Hipos are more internally focused and think mostly within their functional silo.

The third factor is being future-focused. Hipos think beyond their immediate circumstances by anticipating potential issues and opportunities much farther into the future than top performers who are not Hipos. To paraphrase the late Stephen Covey, they focus on both the urgent and the important.

While Hipos possess many of the same attributes as top performers who are not Hipos (e.g., communication skills and teamwork), the three factors outlined above can help you differentiate between genuine Hipos and top performers with limited advancement potential.

So once you’ve identified your organization’s Hipos, what’s the best way to develop them? There is substantial evidence that on-the-job (OTJ) experiences that get leaders outside of their comfort zone provide far superior development to other approaches such as workshops, training programs, and executive education programs. However, these OJT experiences need to be planned and the leader needs to internalize “lessons learned” by objectively reflecting on his/her actions and actively seeking feedback during and after these OJT experiences.

Some of the best methods for doing this are keeping a personal journal (ideally the Hipo will discuss key journal entries with an internal mentor or external coach), participating in a 360-degree feedback assessment every 1-2 years and identifying specific OTJ developmental experiences based on that feedback, and working with an executive coach who deeply understands these principles of individual “action learning”. These methods achieve proven results in an accelerated timeframe, so are the ideal vehicle for Hipo development.