How to Be a Great Team Player

The Importance of Great Team Players

Teams are created for several reasons. They may need to deliver a one-time project or work together on an ongoing basis. Either way, if you take advantage of a group's collective energy and creativity, the team can accomplish much more in less time.

What does this mean for you? Well, teams are probably an integral part of how things are done in your organization. If you show that you have the ability to work well with others, this could have a major impact on your career.

How to Become a Great Team Player

Being a valuable team member can open new career opportunities, as leaders may see firsthand what a great job you're doing. You may even be asked to bring your strengths into play in another team setting – and in higher profile, business-critical projects.

This is why learning to be a good team player is so important. If you make a good impression, you never know what possibilities might open for you. The following five ideas will make you stand out as a top team player.

Use Your Strengths

Do you know what you do best?

Perhaps you're incredibly organized. Or, you might excel at motivating people, helping resolve disagreements, or researching hard-to-find information.

Whatever your strengths, you have something valuable to offer. Find a role within your team that allows you to do what you do well. This will help you make a meaningful contribution – and increase your chances of doing a great job. Plus, it's usually much easier, and more satisfying, to do tasks when you're naturally good at them.

Teams usually come together to handle an issue that's difficult, if not impossible, for people to do on their own. When a group works well together, creativity levels are generally higher, as people tap into one another's strengths.

This often leads to increased productivity, and an inspiring sense of collaboration and cooperation that moves everyone – and the project – forward.

The most successful teams don't just combine different technical skills; they also allow members to take on more general roles that cross traditional functional lines.

Here, we've outlined three different models, which show you what these roles are. If you'd like to know more – or to help you discover which roles are best for you – then click on the links below.

Belbin's Team Roles

The Belbin model says that people tend to assume "team roles" – and there are nine such roles that underlie the team's success. [1] These roles are as follows:

• Shapers – people who challenge the team to improve.
• Implementers – people who get things done.
• Completer-Finishers – the people who see that projects are completed thoroughly.
• Coordinators – people who take on the traditional team leader role.
• Team Workers – people who are negotiators, and make sure the team is working together.
• Resource Investigators – people who work with external stakeholders to help the team meet its objectives.
• Plants – people who come up with new ideas and approaches.
• Monitor-Evaluators – people who analyze and evaluate ideas that other people come up with.
• Specialists – people with specialist knowledge that's needed to get the job done.

Team leaders use the Belbin model to make sure there is the right balance of strengths and weaknesses on their team.

Benne and Sheats' Group Roles

This is an interesting way of looking at group roles that identifies both positive and negative behavior within a group. [2] Some people are helpful and supportive, some people just want to get the job done, and some cause disagreement within the team.

There are 26 different group roles, which can be played by one or more people within the team. Those roles are divided into the following categories:

• Task Roles – the roles needed to take a project step-by-step through to completion. Roles include Information Seeker, Opinion Giver, and Evaluator/Critic.
• Personal and/or Social Roles – these roles help the group function well, and include Encourager, Compromiser, and Gatekeeper/Expediter.
• Dysfunctional and/or Individualistic Roles – these roles cause discord in the group, and can disrupt progress. The roles include Aggressor, Dominator, and Recognition Seeker.

Margerison-McCann Team Management Profile

The Team Management Profile is a psychometric tool used for team development. It measures people's preferences for gathering information, relating to others, making decisions, and organizing themselves and others.

The eight role preferences are:

• Reporter/Adviser – people who gather information, and help others understand what's going on.
• Creator/Innovator – people who look for different ways to view things.
• Explorer/Promoter – persuasive people who are able to influence others easily.
• Assessor/Developer – people who evaluate and analyze.
• Thruster/Organizer – results-oriented people who make things happen.
• Concluder/Producer – efficient individuals who complete activities according to plan, and on schedule.
• Controller/Inspector – the "facts and figures" people who control the details, and make sure standards are met.
• Upholder/Maintainer – people who hold the team together, looking after the emotional and social needs of the group.

There is also a "linker" role, to coordinate everyone's work, which is generally carried out by the team leader.

Understand the Team's Objectives

On the occasions that teams don't function well, it's often because there's a lack of communication and understanding about what the group's objectives are.

If you want to be a good team player, make sure you understand the group's goals. Ask key questions like these:

• Why are we here?
• What is the "perfect ending" to this project?
• What is our deadline?
• How often will we meet?
• What is our budget?
• Who is in charge of implementing our ideas?
• What roles and responsibilities will each of us have?

Be clear about what you're there to do. This will help you complete your tasks to the best of your abilities.

Be Reliable

We've probably all worked with people who have made promises they didn't keep. It's frustrating when someone says one thing and does another, and it can really slow a group's progress.

You can be a valuable asset to your team simply by delivering what you said you would do – on time. For some people, it's all too easy (and, unfortunately, quite common) to make promises they can't keep.

But you may really surprise and impress people by following through on what you say you'll do. If you commit to completing something for the group by the end of the day, make sure you do it. If you say you'll attend the 3:30 p.m. meeting, don't be late.

Being reliable also applies to the work you do for the group. If you have high standards, people will depend on you to produce quality work. If your output is excellent one day, but only average the next, the team may regard you as being unreliable.

Be a Good Communicator

Be involved and active within the group. If you sit silently while someone else discusses an idea that you know won't work, you could damage the team's chances of achieving its outcomes. If you've got an alternative suggestion that might be more effective, then share it with the group.

The opposite applies as well: if people discuss a plan that you think is great, then speak up. Tell them what an inspiring idea you think it is. They might really need and appreciate your support, even if they don't show it.

When you communicate with your team members – whether showing support or challenging their thinking – it's important to stay positive and respectful. Even if you disagree with someone, don't become emotional. Being objective and fair will make a good impression; getting upset and angry won't.

Stay Flexible

If you've ever worked with a team, you know that things can change quickly. People may join or leave the group, budgets may be reduced, or goals may be redefined.

The best team players know how to be flexible. They don't fight change – instead, they see it as a new opportunity for growth.

You may find that the group members, the approaches you use, and the goals you started with have all changed by the time you've finished. By staying flexible, you can take advantage of the new opportunities that arise during the project, and you'll be able to help others do the same.

Your willingness to remain comfortable and positive in a constantly changing environment is an important business skill – and your boss will likely notice.

Tips for Being a Good Team Member

• Don't cherry-pick projects. It can be tempting to choose only those projects that seem easier, or ones that offer more benefits. But if you choose more difficult projects, and accept what's offered to you, you'll earn a reputation for being a hard worker. Your boss will notice your willingness to take on a challenge, and it will pay off in the long term.
• Support other people on your team. Offer positive feedback, and provide help if colleagues need it. Your willingness to collaborate and help others will make a good impression on both the group and upper management.
• Share information and resources with your team. Remember, you're all there for one purpose – and by keeping everyone informed, you contribute to that goal. If you have past experiences or knowledge that can help others, then offer it. They'll appreciate the help.
• Keep a positive attitude. If you complain, delay, or give the tough assignments to others, people will notice – and they may start to avoid you. A positive attitude can be a refreshing change, and it will help others stay focused and productive as well.