According to a survey done by the American Management Association (AMA), 60% of the leaders who responded indicated that their top challenge is to get people to work together, even though they have different agendas and goals. Could this be an issue in your organization? Start by asking yourself the following questions:

1. Are team members frustrated with one another or do they rely on one another?
2. When problems arise, is there more finger- pointing or idea generation?
3. As the leader, do you spend more time addressing "personality conflicts" or motivating and guiding a team of individuals working toward a common goal?
4. Are your process problems a result of individuals and/or departments not working together?
5. Do you feel confident that your team members can function well in your absence? Can they face challenges without constant guidance and without a "referee" to set boundaries for getting a job done?

1. Be sure you have the right people in the right jobs. If a position requires a great deal of collaboration, be sure the individuals in those positions possess collaboration skills. If necessary, provide training for greater collaboration.
2. Help individuals see the big picture. Ensure that individual goals and agendas are tied to the overall team goals and agendas. This connection is very important!
3. Help all team members see the value in other team members and the roles they fill. For instance, we help team members understand four natural roles: A Creator who sees possibilities, an Advancer who is good with interaction, a Refiner who is good at analysis, and an Executor who focuses on realities. An effective team needs individuals who can cover each of these roles. And... each has to understand and appreciate the value the others bring to the team.
4. Model the behaviors you expect of team members. If you happen to be a Creator, don't forget the value of Advancers, Refiners and Executors!