Where are we? Where do we want to go? How do we get there?


In many organizations, teams are the result of a gathering of people who will try to communicate and understand each other to produce something of value. Also, organizations often expect these teams to contribute to a greater good, which is to deliver value to their customers, being that they respond by making organizations earn some money.

Most of these people have passed through a well-structured selection process that has given them the passport to pursue an activity that will develop along with other people who have a similar range of skills. They may vary in gender, age, years of previous experience or even in the native language, but almost always have the same professional qualification seal (not the same as competence) and the same functional title. Diversity of skills in teams should require special attention to recruiters from organizations.

Once people are crowded together, sometimes with significant time intervals of entry, they are expected to begin to experience the work environment and allow for a period of adaptation. In some cases, they have a follow-up of integration in the organization, but after an initial contact they no longer relate to other teams and start trying to respond only to the requests of their internal clients.

In some cases, they may also have help in facilitating the development of business processes or mentoring, but there is often a lack of help in building a cohesive team with growth potential.

This is the scenario that we can glimpse in organizations that grow rapidly or in others already with some dimension. However, it is not only in mature organizations that building teams becomes a problem. With the outbreak of startups in the various possible scenarios of economic life, this problem of building effective and efficient teams (includes ability to adapt) has become more acute.

And why is that?

Because, on the one hand, there is a need to respect and benefit from factors such as inclusion and diversity and, on the other hand, there is a shortage of talent in the face of high demand from small organizations that are now being born and growing. This, of course, means that there is a lot of people mobility and therefore it is difficult to get teams to reach maturity, autonomy and excellence.

It is neither urgent nor important to solve the problem of building effective and efficient teams. It’s imperative!

Let’s face it! There are several reasons why we do not see many start-ups in the organizational world ranging from “ignoring customer feedback to not have the right team …”. There are still causes for failure the lack of passion or harmony on the part of its members, “disagreements between the co-founders, or between the start-up team and the investors” or “losing focus” on the project that they develop.

Solving the problem of team building necessarily must go through these aspects now referred in order to involve all team members in the efforts to adapt and fill identified gaps.

Empathic and constant communication with the market and with users and / or consumers should also be one of the objectives of any team in an organization, be it a micro or a multinational giant. The satisfaction of the needs and wants or desires of customers and users / consumers is fundamental to generate value and, therefore, to ensure the survival of teams and organizations.

Making the diversity of team skills a reality is an effort that should be required of all team members. Creativity and problem solving always go hand in hand, so the greater the range of points of view, the greater the number of relevant points available to build good solutions.

So how do you build a team that walks a line of learning not only with good practice but also with mistakes and that keeps the focus on excellence as it grows?

In addition to maintaining all the good features already mentioned (focus, diversity, people-centered, etc.), it is important that all team members consciously share a sense of individual, team and organizational purpose.

“A good organizational purpose requires the pursuit of greatness in service to others.” – Bryan Walker, Design Director of IDEO

Many of us have had the opportunity to reflect on the benefit of having a sense of purpose in our life and how it is critical to our well-being. It’s not important the age at wich this happens; the important thing is that it happens.

People’s lives become more harmonious and organizations deliver better results and better performance when the purpose that supports them is born in the interior and so is real.

Finding a purpose that can be a rallying cry for your team is one of the first steps in how to create transformational change in your organization. Why does your company exist beyond making money?”


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