In Part I of this series on Meeting Effectiveness , I shared some ideas about how important it is to maintain and build the group as a whole by understanding the Maintenance Needs of the team. In this post, I want to review a different type of team need that can make or break your team’s effectiveness–Individual Needs of team members.
Obviously, any group is made-up of two or more individual persons. These persons have their own individual needs. Your individual personality preferences, life experiences, genetic and neurological make-up and in particular positive and negative experience of working in teams drive members behavior. These individual needs drive the type of communication, interaction, and roles members play when the team comes together to work on tasks. These needs must be identified and satisfied before a productive and satisfying meeting can take place. Most team members consciously or unconsciously require different needs to be met. These needs are recognition, status, control, autonomy, security, belonging, affection, acceptance, etc. The list can go on and on. The nature of human circumstances and life in general determine a person’s particular needs at any given moment in the life of the team. All of us at any given time might need more recognition, a sense of belonging or control.
Let’s say in a given team Bill will need many of these things. For many reasons, he may also need to a leader on a particular topic under discussion; he may need to liked and feel like he belongs; he may feel a need to impress one particular person in the group. The kind of needs he expresses are a direct result of his particular circumstance, brain functioning and perception of gain or loss by being a member of this group. At this point you might being saying: ” I get it that everyone has needs but how do you use this information to improve team meetings and produce recommendations for the task we were assigned to work on? For part of my answer, I want to introduce you to an emerging field in behavioral and team management–cognitive brain research. This new research about how to apply brain research to improve human performance, develop effective teams and drive change is being conducted by Dr. David Rock and his associates at the NeroLeadership Institute. In a recent interview, with the NY Times, Dr. Rock describes the importance of new brain research model called the SCARF theory by saying ” it is crucial for managers to make their employees feel they are on the same team.” The SCARF model provides a structure for analyzing what motivates our social interaction and behavior at work. The SCARF acronym stands for Status, Control, Autonomy, Relatedness and Fairness. To see more read about Dr. Rocks research click on this link to the NeuroLeadership Institute webpage.
Since, we have covered maintenance needs and individual needs in teams my next post will focus on task needs and roles people might play and how to use this information to improve team meetings. Thanks Coach Mark