Creating and Managing Teams

By Dr. Michael L. Beshears

Often most make an assumption that everyone knows how to formulate and run a team. This is why I have chosen to take this opportunity to concentrate on what some may feel is basic, but my experience is that forming a team is something that most rarely do effectively. 

[Related: Public Safety Leadership: What it Takes to be a Top-Notch Manager]

General Team Formation: 

It is at this juncture that I wish to address “General Team Formation.” This applies not only to ad hoc teams, but the formation of any team, ad hoc or ongoing. 

* {(ad hoc) A group, team, or committee formed specifically to study or address a specific issue or event, which will be disbanded after the issue has been explored and resolved. This may require only a one-time meeting or several meetings until the resolution to the issue or event has been concluded.} That is i.e., ad hoc team, ad hoc committee, etc. However, the ad hoc team or committee may be called upon to reform if the specific issue or event should again become a concern or require further study, attention or intervention. 

It is recommended that an informal written record (minutes) be required of every ad hoc meeting. This ensures historical documentation of past proceedings that may be referred to as needed or required. This also becomes valuable if the ad hoc team/committee is required to reform in the future. 

An ad hoc team or ongoing team is formed for various reasons. In Total Quality Management (TQM) an ad hoc team may be entitled a Process Action Team (PAT). One may encounter other such titles at various organizations, however, the purpose for the ad hoc team or PAT formation may be essentially the same in nature. In that there are significant procedures that should be adhered, as to achieve a quality work product with meaningful results from the team’s effort. This is regardless of the title or the task one is given. 

The Team Formation Process & Conducting the First Team Meeting: 

* After management has concluded that an opportunity for improvement exists in a process, activity, or procedure etc. The next step is to write down specific instructions as to what the team is to study, being as clear as possible, in some organizations this is referred to as an “Opportunity for Improvement Statement.” This becomes the team’s marching order so to speak.

It is imperative that the statement also includes a specific timeline that the team must complete their assignment and returns its work-product, with their valid recommendations. This is to say that the team may request an extension, but it may or may not be granted by management depending upon the urgency of the team’s results and recommendations. 

* The next aspect is for management to identify and assign a team facilitator. This individual should be selected carefully and possess the following attributes and skills: 

1. The facilitator should NOT be a stakeholder in any way towards the process and/or processes the team is to research. The facilitator is to be totally non-committal and impartial to the team’s possible recommendations. 

2. The facilitator should NOT be a subordinate of any team member or colleague if possible. 

3. The facilitator optimally should be one acquainted with the role and the expected functions as a facilitator. If not he/she should be given written instructions as to their role and function as a facilitator. A facilitator is NOT a team member; rather he/she is there to ensure the team stays on track regarding their assigned purpose. He/she should be acquainted with brainstorming and other tools that may be used to assist the team in their initial meetings. The facilitator is to assign specific team members a role. 

These roles include the following: 

A. Team Leader (presides over the team and delegates data collection duties as needed) 

B. Team Co-leader (person to reside over the team in the absence of the leader) 

C. Team Timer (person who watches the clock and advises the team as to how much time has expired before the meeting is to adjourn) 

D. Team Recorder (person to maintain the written record i.e., type minutes). 

4. The facilitator should be energetic and have exceptionally good communication skills, oral and written. 

5. The first question the facilitator should ask the team members at the first meeting is, “Who is not here that should be here as a stakeholder in the process the team is about to study?” If an individual is mentioned that person should be located and asked to attend the meeting as a team member. If the person is not available he/she should be notified that their presence is to be scheduled on their calendar for attendance for future team meetings.

The second question the facilitator is to ask is “Who is here that feels they should not be here, and in fact is not a stakeholder in any aspect of the process the team is to discuss and research?” If individual(s) identify them self as so, then the team collectively is asked, “Is there anyone here that knows of a reason this person(s) may not be released from the team?” If anyone states a reason the person is not to be released from the team. Then he/she may NOT be released.

However, if no one objects the person is to remain for this meeting and the facilitator will present the person’s request to management prior to being released from the team. Whereas management may have had a specific reason to include the individual as a team member.

Your comments are welcomed. 🙂 -smile-

About the Author: Dr. Michael L. Beshears since military retirement has acquired over 20 years of teaching experience in the traditional and online teaching environment. Michael has an extensive background and first-hand experience in online pedagogy instruction, as one of the first Internet (online) course developers and instructors. Since 1994, he has instructed more than 10,000 online students and mentored numerous colleagues in the skills required to instruct online while promoting student success. Michael is a co-adviser for the Kappa-Kappa Chapter of the Alpha Phi Sigma – Criminal Justice National Honor Society.

Michael has two baccalaureate degrees, one in psychology and another in criminal justice from Drury University. In addition, he has two graduate degrees, one in criminology from Indiana State University and another in health services management from Webster University. Michael also has a Ph.D. in business administration with a specialization in criminal justice from Northcentral University. He is currently an assistant professor of criminal justice at American Military University and is full-time faculty in the school of Security and Global Studies.