Building collaborative teamwork

I recently was appointed a team lead for an organisation undergoing a restructuring. The most significant change has been moving from a hierarchy-structured form to one that works in matrices where different teams work together on various projects. I can see the team are struggling with the adjustment and is critically coming to terms with the need to work collaboratively, including doing work that was “previously someone else’s job”. Where do I start to get my team adjusted?

Damali

Hello Damali, allow me to point out that transitioning from a traditional hierarchical structure to a matrix organisation is a significant change driven by essential business needs. Such structural shifts do not occur without reason. Changes in structure are likely driven by trying to grow the business, bring about efficiencies, foster collaboration and enhance project-based work.

As a team lead, you must help your team understand why this change is happening, what the organisation hopes to achieve, and the importance of their roles in this transformation. While I am sure these points have been communicated, consider holding discussions in smaller, more comfortable settings where they feel “safe “ to share their concerns and or even what they see as opportunities for themselves and the business. This approach allows for open sharing of thoughts and concerns and helps build a foundation for collective problem-solving. Once you have listened to your team, it is time to define the path forward.

While your team members may excel in their technical competencies, the new matrix environment requires a shift towards collaborative work. This expectation may not have been fully realised in the previous structure. Start by clearly defining collaboration and its significance in your team context. Work together to outline what successful collaboration looks like. Clarity in roles and responsibilities is key; everyone should understand how their contributions support project goals and how they interact with their teammates.

In addition to technical skills, identify the essential behavioural competencies for project success. These may include communication skills, conflict resolution, active listening, and trust-building. Clearly define these competencies so everyone knows what to strive for as they adapt to the new way of working. 

They say behavioural competencies drive technical delivery, so this is an essential part of your transition process. As you manage the transition, within the team, there is agreement on basic systems such as monitoring team performance, weekly progress meetings and ensuring regular check-ins to assess how well team members are collaborating. 

Creating dedicated platforms for feedback and allowing team members to voice their ideas for continuous improvement and innovation is also very important – one should not assume that everything will work the first time because everything has been set up. Give yourself and the team time to improve and innovate continuously. This sense of shared ownership will empower team members to support each other and address challenges collaboratively.

Lastly, remember that change is gradual. Creating a “pull” for change is essential rather than pushing it. Instilling a culture of collaboration will lead to sustainable practices that persist beyond your tenure as team lead. The positive results of such collaboration can drive innovation and improve project outcomes, ultimately benefiting the entire organisation.

Caroline Mboijana,
Managing Director, The Leadership Team (U)
[email protected]