[In this
article, HR veteran Marc Mencher follows up on his "Nailing the
Interview" articles on building the perfect team, and discusses what to
watch out for now that you have assembled the group you intend to move forward
with, with many common pitfalls -- and their solutions -- outlined. To read the
prior two articles, click here for part 1 and here for part 2.]
The most
basic of all human needs is the need to understand and be understood.
The best way
to understand people is to listen to them. - Ralph Nichols
Pieces of the Pie
A very successful manager at a major entertainment company
explains communication this way: "Count the number of people at the table.
Now imagine a pie divided into that many pieces and adjust the amount you talk
accordingly." It's a smart, simple way to gauge your participation in
conversations and could make the difference between being seen as a facilitator
instead of a tyrant.
One of your most important jobs as team leader is to keep
everyone talking to each other. Good communication is vital to a team's
success. (Even the lone programmer in a room needs to share information at some
point.) How your team communicates depends on its size, its physical location
and the random factor of individual personalities.
Strong positive information
links between a team, the rest of the organization and the client are vital.
Some of the most effective communication occurs naturally -- for example, in
casual conversation -- but teamwork doesn't happen if one person consistently
puts out (and shoots down) ideas or doesn't let others speak.
A good example of team communication is the guild
system in World of Warcraft. Online
games, and in particular MMORPGs, promote communication.
Using this social
dynamic, players need to act communally to achieve their goals and enhance game
play. The key to a successful guild is figuring out how to get the most contribution
from each individual and encouraging them to be an active and vocal
participant.
The only way for a team member to be
successful is to learn to relate and adapt to other players within the guild
and work effectively as a team. That is not to say that everyone who plays WoW heeds this advice (or needs to if
they prefer to play solo).
Some players are successful taking the lone wolf
approach, but to experience what high end content the MMO has to offer, a
player needs to build and/or participate in building an effective guild (team);
that starts with good communication.
You can't stop the
internal gossip, or "grapevine" from working, thanks to email; the
message often gets cut up and distorted.
Be accessible for face-to-face meetings and conversations. Create an
intranet and establish "netiquette" rules.
Don't overlook traditional
communication like regularly scheduled meetings, status reports and corporate
memos but tailor them to meet your team's needs and the environment in which
you work. Remember that all communication methods are a supplement rather than
a substitute for face-to-face communication.
Ideally, team members should have easy access to each other
without encroaching on personal space that the setting provides. If some team
members are off-site, establish efficient communication systems (phone, fax,
e-mail, video conferencing, etc.). No matter the size of your office area, try
to provide an open space for brainstorming with at least one electronic white
board.
If your budget doesn't support high-tech equipment, lots of white paper
and markers and access to a fax/scanner can work too. The point is having the
ability to share ideas (more or less) instantaneously. In a game company, video
conferencing is crucial, especially with artists, developers and publishers.
This is one of those times where a picture is worth 1,000 words and way more
than $1,000!
On Email
Email is the most pervasive mode of communication in the
business world. However, as we know all too well, confidentiality is never
assured (even when the header says so) and misinterpretation is a very real
problem. Email can pave a pretty solid road to factionalism, which is the kiss
of death for a team.
If you're going to monitor team emails, be honest about it
at the beginning. Make sure everyone knows the rules, whether they are mandated
by corporate or by you. The game business is hugely competitive but not
everyone honors the NDA. Sadly, some people seem to feel compelled to get
around the rules, even on the best teams. If you've got a zero-tolerance
policy, don't be afraid to enforce it.
Choosing a Location for Your Team
LOCATION
|
IMPLICATIONS
|
EXAMPLE
|
HEAD OFFICE
Space in company HQ near
related activities, with managers in offices (not cubes)
|
Physically close to decision
makers; may be separate from main production source and some internal
customers
|
Group responsible for
organizing distribution plans for centralizing warehouses overseas
|
FACTORY
Team is part of
operational unit or attached to regional or local office; managers onsite
|
Physically close to
manufac- turing; distance from HQ and decision makers can cause delays and/or
miscommunication
|
Specialist marketing group
for onsite production with managers reporting to company HQ
|
SKUNK WORKS
Temporary remote premises
or "make-do" space at corporate HQ; management may be onsite
|
Facilitates very
high-level focused dedication and team spirit. If work site is too remote,
team may feel too isolated or lose touch with corporate "reality"
|
"Special project,"
blue sky or new product development teams
|
IVORY TOWER
Long term project team or "think
tank" apart from main organization; temp or perm office space;
management may be onsite
|
Suits professional
operation running at very high standards. Distance from internal customers and/or
market may promote arrogance
|
Information systems design
team, long-term corporate strategy
|