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In addition to being a great deal of fun, white water rafting is an excellent team-building activity. If everyone on the boat works together as instructed and remains cool-headed and calm, you can successfully navigate the most turbulent waters. Accomplishing this feat is not only exhilarating but it is also satisfying. It also forges strong bonds between team members.

However, white water rafting requires planning – and a plan must be made while the waters are still calm. The leader of the expedition must ensure that each person knows which role they should play and how they should go about it. Waiting until you are in rough waters to provide instructions is likely to result in poor execution and could even induce panic.

In this way, white water rafting is eerily similar to the two different scenarios organizations could experience when they find themselves facing a crisis. A lack of preparation, as well as failing to identify trouble areas, can have potentially disastrous consequences.

Fortunately, there are measures leadership can take to ride out the crisis much like white water rafters ride out intense rapids. Knowing your team members, and how they work together, is key.

Below are strategies, based on this concept, for steering your company safely to shore.

PINPOINT AND RESOLVE RED FLAGS AMONG TEAM MEMBERS

Much like personal relationships, red flags in coworkers can cause problems for the team as a whole. Many different types of red flags exist, including the following examples:

  • Attempting to push their work onto teammates.
  • Not communicating enough or clearly.
  • Clashing frequently with coworkers.
  • Isolating themselves and being averse to collaborating.
  • Pursuing personal recognition at the expense of the team.

Once you identify red flags, it is essential to resolve them. Start by speaking with each employee one-on-one about their problematic behavior. Keep it warm and encouraging, as well as firm. Ask what you can do to help them work through and improve the behavior in question.

And do not leave it at that. Check in with each team member regularly to find out how the process is going. Offer them guidance and make it known that you are there to support them as they work on themselves.

TRANSFORM TEAM WEAKNESSES INTO STRENGTHS

Team weaknesses are different from problematic traits in individual team members. The former are ways in which the team falls short as a whole. It could mean anything from a lack of training to having a critical role on the team unfilled.

Sometimes circumstances prevent you from eliminating team weaknesses. For example, you might not currently have the budget to fill an empty role, even if it is an important one. However, you could still transform these weaknesses into strengths. Using the example of the role you cannot fill yet, ask your employees if one of them might want to take on some of the responsibilities of this role. Offer opportunities such as free training, a promotional tract, or cross-training options. By doing this, you are expanding the skill set of a person who is already on your team – thereby turning a team weakness into a strength.

CLARIFY EACH TEAM MEMBER’S ROLE

Getting through a crisis unscathed is largely dependent on each person fulfilling their role on the team. But in order to carry out their responsibilities and support the team, your employees must have a full understanding of what their role entails. While this might sound like a given, there are managers who provide a bare bones description of each role that can leave employees filling in the blanks – incorrectly, in some cases.

Make sure that each person knows exactly what their role is on the team. Clarify the following for them:

  • Their daily responsibilities, as well as what is expected of them for one-off or special projects.
  • What coworkers, if any, they must work with on a regular basis to do their job properly.
  • Where to access any resources they might need, whether daily or during a crisis.
  • Procedures they should follow if a crisis occurs and the best ways to keep the team updated on their end.

DEVELOP AN UNDERSTANDING OF EACH TEAM MEMBER’S VALUE

Every single person on your team offers value of some sort. It might be a specialized skillset. Perhaps it is knowledge of software that no one else possesses. Or maybe they excel at uniting the team on initiatives.

Regardless of the specifics, you should know exactly what kind of value each person provides. This is crucial not only during a crisis, but also on a daily basis. After all, you want to assign the most capable employee to each project, right?

As for a time of crisis, this is when value shines brightest. You should be able to lean on your team with the assurance that the value each person contributes will help see you through the crisis. But first you must develop an understanding of what, exactly, that value is.

DETERMINE WHICH TEAM MEMBERS WORK WELL TOGETHER

While banding together as a team is necessary during a crisis, it is inevitable that some people will work better together than others. Since you want to minimize the damage a crisis can cause, you should make note in advance of which teammates work well together. Ask yourself questions like:

  • Which pairs or groups tend to yield desired results most often?
  • What is the dynamic like between team members who work together as part of their regular job?
  • Are there coworkers with compatible personalities who you can see achieving success as a unit?

Once you have answered these questions, you will be adequately prepared to break your employees into pairs or groups if a crisis strikes.

CREATE AND SHARE A COMPREHENSIVE CRISIS PLAN

Familiarizing yourself with your team, as their leader, is an integral component of any solid crisis plan. It positions you to make the call on who, what and when during a time that can be chaotic and rushed.

Once your plan is finished, it is essential to share it with your team. Ask for their feedback on aspects of it. Doing so will make them feel like valued players.

It takes a village, as the old saying goes. And when you have a solid grasp on how you can optimize the strengths of your village, you can breathe a little easier knowing that you have prepared for whatever may come.

 

Do you want to train leadership on effective team building during your next corporate meeting or event? If so, contact Gavel International to see how working with a meeting planning company can help you achieve this goal.

Jeff Richards
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