One of the most difficult roles for a manager is team building, as it involves the area of the company where emotions play a major role in everyday actions. It is not possible to control the emotions, mood, attitude, and intentions of the people working alongside you. Therefore, having the sensitivity to anticipate possible behaviors will make all the difference.
It is not possible to predict the future of professional relationships, but by observing the behavioral and emotional patterns of each person, more assertive decisions can be made. The team represents your company; with it, you will interact with clients and build loyalty. See what you need to observe to form an engaged and efficient team.
1. Employee's personal style
It's important that the way the professional speaks, dresses, and expresses themselves aligns with the climate and environment of your company. If a very communicative professional works with a quieter team, they may become the bothersome one or subject themselves to silence and feel constrained.
If professionals in a company are more image-conscious and focus on appearance, a person who does not care about these aspects may feel inferior or be excluded by colleagues for being different. The team needs a common profile or interest for engagement to occur. Professional communication is also, to some extent, emotional. Therefore, when choosing someone for your team, assess not only their resume but also their attitude and way of relating to others.
2. Recognizing predominant skills
Some people are good at executing tasks but excel when leading, while others are great planners but may not know how to communicate their intentions with the group. It is important for each person to be in a position where they can fulfill their potential, and this ability isn't limited to their actions but also to their professional ambitions.
Practical tests during interviews can reveal which position each person fits best and also highlight their main challenges. This way, you can also better envision how integration between this person and the rest of the team might unfold.
3. Team interaction
Speaking of integration, it's very important to assess how each person handles pressure and reacts during critical moments, and how people communicate what they want or do not want. Understanding each of the 4 temperaments will help an evaluator to better know the candidate in front of them and comprehend how they relate to others.
4. Personal interests
Some people are ambitious, wanting to grow financially, and be respected and admired. This status is typical of people who aspire to leadership positions or ones that allow them some authority. The second profile includes professionals who value security and peace of mind above all, so they do not mind being led as long as it's done with respect and empathy. The third profile focuses their interest on family and the need to pay bills; they want their salary at the end of the month and do the bare minimum to achieve that, not fully embracing the company's values, and are great for performing more standardized tasks.
If you place a person with a leadership profile to be led, there may be sabotage and conflicts within the team. A leader who does not embrace the company’s values creates insecurity for the entire team. There is no better or worse profile; all are suitable if distributed in the right way.
Also read How to train a team to talk about the loyalty program