Joining Teams: A Freelancers Guide To Teaming
Last Updated: January 12, 2019
Welcome to Teams!
Joining a new team and working with them for the first time can be enormously rewarding and exciting, but also a little daunting, which we completely understand. The truth is, when a new team is formed, everyone is feeling this way. We are taking a leap of faith together: the client maybe worried about the project while we wonder what it will be like to work together. In order to effectively “team”, we’ve found the following formula has created the best environment for success.
What makes a successful team?
Quickly building trust and respect among teammates
Wethos hand-picks every single person not only on our platform, but who goes on our teams. That means we have to ask you for a certain level of trust that we’ve selected the right people for the job and that each person is bringing something unique to the table that the team as a whole may need to succeed. If you go into Teaming with this in mind, it will enable your team to quickly jump into action without fear of the unknown.
supporting productive conflict
We know that not everything can be peachy keen all the time, especially when work is important and stakes are high. There will be times when there is conflict or disagreement, which we believe is an important part of this process and makes teams stronger in the end.
When conflict arises, the most successful teams focus their debate on the work in front of them, not personal attacks or emotional responses. If you hold respect for one-another, it’s easier to take a step back and see a perspective you may not have before, and open up to learning from that and moving forward.
Mitigating failure while still promoting new ideas
We all have a natural desire to avoid failure, as it can be emotionally painful. We also know that most of our lessons come from failure, and sometimes mistakes are unavoidable. Teams who embrace small failures quickly, readjust, and keep going, enable themselves to continue to take necessary risks on projects. They’re able to problem-solve and troubleshoot faster, rather than dwelling on failures and pointing fingers.
Teams who turn against each other during rough patches quickly devolve, become unproductive, and further derail important initiatives.
Consistently working to unblock each other
Each team member is incredibly important to the success of a team, and key stakeholders in areas of expertise should be consistently looking for ways to make their team members lives easier. Developers who flag technical challenges during the design stages, designers who adjust their execution if parts of it have caused complexities, writers who willingly rework lines that may be too long, are able to keep teams moving fast and empower their teammates to do the best job possible.
Successfully distributing leadership among key stakeholders
Distributed leadership requires trust and respect above all else, which ultimately translates to self-awareness and knowing when to say “I don’t know”. Individuals who were able to focus on completing their parts on-time, to spec, with consistent and reliable communication, were able to keep projects moving.
Lapses in reliability are the gateway to teams falling apart. Once teammates feel that you can no longer be trusted to deliver on your part of the project, the dynamic begins to unravel.
Considering team success more important than individual success
Ultimately, the success of the team is the success of an individual, not the other way around. Teams who focused more on giving credit rather than taking it found themselves commended for their efforts more often than not and understood the exponential impact of the group as a whole.