Much has been written about teams and team building over the past decade. Much of it has been either based on psychology or corporations. I have nothing against psychologists. And I myself, spent many years working for large corporations. But to understand teams and team building you need to understand what teams are, how they form and what makes them successful.

What are teams?

Teams are groups of people brought together to achieve a common goal, objective or purpose. Teams can be large. Teams can be small. Teams can be global or they can be local and co-located. Teams can be people who are all different. And teams can be people who are all of very different backgrounds. So what makes a group of individuals a team? Teams differ from groups of people in that they are brought together or they gather together to achieve a specific purpose as that group.

What do teams look like?

The very best teams have different educations, backgrounds and experiences. They come together to achieve a common purpose. They commit to subjugating their individual needs, goals and desires to those of the group. This does not mean that they do not have individual needs, goals and desires. They do. They just make them secondary to those of the group. The best teams often:

- Meet as a group face-to-face when forming.

- They have many events where they internalize their goals, objectives or purpose.

- They clearly define "success" for the group.

- They establish effective means of communications.

- They define what is common to all members versus what is specialized by individual to achieve their goals.

- They bond through socializing rituals (such as meals, activities or like events).

- They establish success rules (time lines, targets, rewards, roles, priorities, how to communicate outside of the team as examples).

- They define ways to maintain team effectiveness (future face-to-face meetings, regularly scheduled conference calls, group "touch points" and other communal activities).

What do the best teams do right?

The very best teams achieve their goal, objective or purpose through a singular focus, effective communication, flexibility, encouraging innovation by all and displaying respect for all members. Specifically they:

- Set high standards for all members and help one another achieve those standards.

- They do not tolerate those who do not carry at least their share of the "burden" (work).

- They respect input by all but do so in a crisp and disciplined manner.

- They make sure all members of the group know and have internalized the goal, purpose or objectives.

- They make sure all communication is clear, effective and timely.

- They insure that all members clearly understand all roles and responsibilities but are willing to modify them based on the needs of the group to achieve the objective.

- They do not tolerate egos based on prior performance. Every member has to earn their slot every single day.

- Members of the group treat the other members with respect and integrity. Lapses are not tolerated.

- A group mindset that "failure is not an option" is maintained from day one.

Why teams fail?

The list of reasons why teams fail is like a grocery list of human weaknesses and failings. The key reasons that teams fail include:

- Lack of a clearly defined purpose, goal or objective.

- "Team" members who spend less than 51% of their time working with the team.

- Lack of clear or timely communication.

- Team rituals (fun, awards, long hours and other drinking or partying) override the goal, mission or purpose as the reason for the team.

- Egos (putting self before the team rather than subordinating to the goals and needs of the team).

- Sub-elements within the team with agendas other than the goal, purpose or objective.

- Lack of respect for innovation. - Lack of ability to change as needed (flexibility).

- Lack of integrity by any team member.

- "Failure" mentality as opposed to "success" mentality.

Many companies, organizations and other groups try to spend part of a day or a weekend together once a year to "team build". Team building is not about a day or even a weekend. For a group to become a team and then to succeed as a team requires many elements - including time and often shared adversity - for an organization of any size. By applying the elements outlined in this article, any organization can more effectively operate at the "team" level.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. George has over twenty-five years of experience working with companies of all sizes plus not-for-profit organizations and individual leaders. He is a member of the Institute of Management Consultants (USA) and many other professional and non-profit organizations. Franks Consulting Group is on the web at: http://franksconsultinggroup.com

George can be contacted at: gfranks@franksconsultinggroup.com

Franks Consulting Group also publishes a free quarterly e-zine on careeer, leadership and work place topics at: http://careerandleadership.com

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