Most people speak of those they work with as a team. But, in my experience, people rarely understand what a team really is.
In funeral service what typically represents a team is really a group of people who are very nice but work towards their own ends independently. If the firm has clear standards and systems then things tend to work smoothly. If not, then hidden beneath the surface is a collection of resentments, hurts and misunderstandings that simply fester. This is called “Artificial Harmony.”
Artificial Harmony is evident in most of the firms I have worked with over my career. In fact, the louder the claims of “we’re like family” and “we function as a team” the more confident I become that I will find that Artificial Harmony is really what is going on.
In reality most business teams, whether in funeral service or some other career area, are really work groups. Few function as true teams. Study after study reveals that true team work environments are more productive, create higher customer satisfaction and generate greater profits.
The difference between a team and a workgroup is simple. A golf team is a workgroup. A group of individuals working independently whose scores are toted up to determine where they stand. The metaphor for a team is a basketball team. Each member is INTERDEPENDENT on the others. No single person can win games as effectively or consistently. It’s not about whether or not they like each other (although I am sure many of them do). It is about a shared vision of reality, common goals and leveraging each others strengths and (most of all) have trust and confidence in your teammates.
Members of teams hold each other accountable to the team for their performance. It does no good to “bear” the underperformance of another with a smile because you “hate confrontation.” To do so means the team loses. No, instead, true team members recognize their responsibility to carry their respective weight and fulfill their responsibility to the whole.
Years ago I saw a needlepoint in a client’s office. I went home and printed it on a regular size piece of paper, framed it and now it hangs on my wall:
“A man (or woman) can do anything in a business,
as long as the holy spirit is in control,
and no one cares who gets the credit”
If owners (The Chief) cared as as much for the well being of their Indians as much they do about what their clients think, a foundation could form that could generate harmony. Without harmony, team formation will continue to struggle.
Without question even some of the best organizations are only able to achieve effective “work group” status. A great deal has to be overcome to form an effective team.
I have seen some very good examples of real teams in my life so far. One of the very best was the US Navy SEAL “Boat Teams.”
Some tome ago I had the honor of being around some of the members of the “Teams” at Coronado Island just west of San Diego, Calif. and in conversations I had with some of these brave men thought me a great deal about what to strive for in an organization of any type.
First: Everyone had to not only be working on the same goal, everyone needed to be on the exact same page of the playbook.
Second: Second, train, train, train. Make every action as natural as a muscle reflex. Train so that every member of the team knows not only their job, but everyone else’s as well and can seamlessly jump into any situation as needed and get the job done. You know that you each of you can depend on one another. They all learn to share each another s weight.
Third: Learn to adapt to any situation. Be able to work around, over, or through any obstacle and continue on to accomplish your mission.
Fourth: When things get, tough, the odds are are against you, stay focused and move toward the objective.
Fifth: know when to adjust your course to achieve the greatest success. Measure your progress and adjust your course. This sometimes can mean reevaluating or adjusting your goal.
Sixth: Be able to measure your progress and prepare to address your next objective.
I am sure that the actual SEALS have many other exercises they use to achieve their objectives but these are some that I learned from being around a few of there men.
As a covert operations group they really do not care who gets the credit for what they do. As a mater of fact they prefer to remain out of sight. They also discourage “superstars”. Each and everyone is a superstar in their own right.
I do not believe most organizations will have the commitment to build a real team necessary to move beyond the “work group” phase.
“If the firm has clear standards and systems then things tend to work smoothly. If not, then hidden beneath the surface is a collection of resentments, hurts and misunderstandings that simply fester.”
This is worded so perfectly. I feel that most funeral homes work like this…do as I say when I say it; who cares that I’m contradicting what I said yesterday. If the staff never knows what to expect and the only goal is to get through the day…well, you get the persnickity drama. Maybe it would be a little helpful if funeral homes had their own rules/goals/expectations hanging somewhere.