Sie haben Schwierigkeiten, eine starke Teamkultur aufzubauen. Was ist der beste Weg, um das Ruder herumzureißen?

This first step needs to be done as a collective exercise, of course the leader should provide a framework and should then allow views from within the group. One option is to carry out an audit and vision exercise - where are we at the moment (getting input from stakeholders), then where would we like to be in 2-3 years time - specifically what would this look like / feel like etc.

Every team develops a standardized way of interacting, dealing with the stakeholders, working together, and demonstrating certain values and behaviours. So, it's equally important to define and co-create the team culture so that one can ensure that the interactions, working practices, and behaviors are typically those we want as a group. I firmly believe that without a healthy and well defined team culture, it’s easy to slip into a toxic or unproductive culture. Healthy teams tend to communicate  more frequently, and that communication is itself healthier .A healthy team culture is one where people respect, support, encourage , appreciate, recognise and support each other.

We use a document called our Vision Traction Organizer (VTO) that was created by our leadership team through a collaborative exercise. It outlines our core values, core focus, 1 year plan, 3 year picture, and 10 year target. We also have a "company speech" that outlines our values in detail so that it is always clear what is expected. That VTO and speech are shared at every team meeting to remind us of the core values that define Luray Peanut Company. From there, we created an Accountability Chart that supplements the Org Chart to clearly outlines expectations of each team member. At Luray Peanut Co, our core values are Radically Honest, Fun/ Sense of Humor, Compassionate & Empathetic, Driven Towards Excellence, and Innovative / Disruptive.

Defining values is key in turning around team culture as it provides direction, aligns efforts towards common goals, and sets behavioral standards. It motivates and engages team members, attracting and retaining talent whose personal values align with the organization. Values shape the team’s identity, enhance its reputation, and help in conflict resolution. They offer stability and resilience, guiding the team through challenges by maintaining focus and adaptability. Ultimately, well-defined values create a shared commitment, essential for a cohesive and successful team.

For me, the hardest part about building trust in a team is allowing people to fail and even harder is allowing people to find their own solutions to those failures. Leaders walk a fine line between mentorship and micromanaging. The other key is admitting when mistakes happen so that every team member is accountable - starting with the CEO. At Luray Peanut Co. we have a team meeting ever Wednesday to present the good that happened throughout the week, but also the bad. We solve problems together with input from every department. This collaboration helps build an environment in which team members are comfortable presenting issues so that they can be solved effectively and efficiently.

People can sense truth. To create an environment of trust and respect, you must be trustworthy and you must trust the members of your team. That means that you operate with integrity, you care for members of your team, you truly want them to excel, and you do not operate with a hidden agenda. If you micromanage your team, you are showing a lack of trust. Empower team members to own a project or portfolio. Allow them to fail forward by trying new initiatives and taking risks. Create room for growth. When you treat team members as the individual leaders they are, and you celebrate their successes publicly, they will know you trust them and they will start trusting each other.

One of the best ways to foster truth and respect I have found, especially when you’re a leader is humility. What’s one of the hardest and easiest things or ways to do that? In the words of Quincy Jones, when he worked with over 40 A-list artists on the Hunger For Africa project , was he put a sign on the studio door that said, “check your egos at the door”. when you check your ego at the door and humble yourself, your team, your band sees you as an equal. That’s why Steve Jobs use the Beatles as his business model. No one is greater than the sum of their parts.

For me, work-life balance might be the hardest part of building a culture. I have a busy mind that is always thinking of ways to improve and be better and I expect everyone around me to behave in the same manner. However, the reality is that no one cares about your business like you do! Realizing that everyone is human is the most important thing that a leader can do. Building a culture that promotes accountability means allowing people to make mistakes and subsequently fix them. It also means allowing team members to take time off when needed and have a life outside of work! Happy team members are productive team members.

Leadership is not about quick fixes, it is about long term vision. Sometimes this means growth must slow down so that a team can learn and evolve. Recognizing skills and allowing people to grow towards their true potential is such an important quality in a leader! People who are acknowledged for their strengths and given the tools to improve in their field are often the most loyal. At Luray Peanut Co. we use a series of questions that facilitates a way for team members to communicate what they are good at doing, what they love to do, what they are not good at doing, and what they hate to do. In this way, we know where to support the team and how to help educate them.

The role of a leader goes beyond simply making changes. They must also inspire and motivate individuals within the culture to embrace and adapt to the transformations. A compelling leader understands the importance of effective communication, collaboration, and inclusivity in order to successfully implement changes and ensure the culture remains vibrant and relevant. Trust is the ultimate test of a team's resilience, unity, support, and success. Trust starts with trustworthy leadership. It must be built into the organisation’s culture.   Effective communication, consistency, transparency, and credible leadership are key factors in building trust within an organisation.

Apart from the obvious things that needs to be done that are mentioned already, team needs to have a clear goal that everyone in the team wants to achieve. In this way, they really become a high performing team. For this to happen a leader needs to have a compelling story to share, high level of enthusiasm about the goal and to make sure that the goal is always kept in focus.

Interesting perspective in this article's title. It seems to assume that the team leader is responsible for the team culture!? I articulate that differently. I believe the team leader is Accountable for the team culture and that each team member (including the boss) are responsible for their own intents and behaviors that create the collective culture. As a team development facilitator I would gather the team to answer a few questions for themselves. 1. Who is accountable for culture on this team? 2. What is our current team culture? (How are things really done here? What is tolerated, encouraged, and punished?) 3. What is our desired culture? 4. How will each of us change our intent and behavior to create the desired culture?

Ensure that every individual in the organization feels valued and takes ownership of its future. Foster a sense of belonging among all members. Identify expressive leaders who embrace change and celebrate progress.