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Posts Tagged ‘team

Freelance, a stronger collaborative work relationship?

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Team ConceptIn many areas of business activities, companies are contracting freelancer’s services. In a fast changing environment, where punctual and specific competences are needed for specific projects, freelance contractors represent a more appropriate solution. One of the differences with an employee is the nature of relationship between the company and the contractor. The employer-employee relationship is a subordination relationship, while the relationship between a company, here the customer, and the contractor is a collaboration relationship.

When you ask to freelancer what they appreciate in this way to work, they often mention the fact that their work is much more appreciated and that the positive feedback of the customer has much more value than the feedback of an employer. Why? The appreciation of an employer can be motivated by some political games. Some bad managers, lacking of leadership, appreciates people who are not too ambitious, only doing they work as usual. Some people feel that such positive feedback does not ring as sincere.

A real freelancer minded has no hidden agenda. When he is working on an assignment, the goal is to achieve what the customer defined within the fixed deadlines, and not to have a permanent position in the company. This means that regularly, the freelancer has to look for new opportunities, and he has to show capacities and proven records in order to catch these opportunities. Such situation, as each worker today, implies that he has to be up-to-date in terms of knowledge and competences, to be able to offer innovative solutions and a high level of added-valued services. In other words, he has to learn on an ongoing way.

Organizations are groups of people, having specific and complementary competences, working together on projects. These collaboration relationships imply knowledge sharing. We talk here about collective intelligence.  The complexity of processes, the development of technology makes that we have to learn more, faster, on an ongoing way, and sharing knowledge with colleagues is clearly a win-win process. Nevertheless, it is not uncommon that relationships between employees are conducted by competition spirit, not favoring the sharing of knowledge and collaboration, and particularly within companies facing restructuring times.  As freelancer, you are assigned on a project for a limited period, and your interest is to provide quality, but also to share and acquire knowledge.  You are not in this sphere of competition and your goal is not to have a fix job, but your goal is to prepare the next assignment, the next project. By working with partners, with customers who are aware about the benefits of collective intelligence, you can create a sphere of motivation and stronger collaborations, where each member of the team can acquire tools to face new challenges, to get better opportunities.

Collective intelligence is clearly an advantage in professional relationship.  It is an asset for people within an organization who have to reach a common goal. It is not forbidden to think about the fact that freelancer community is more favoring this concept in his way to work. Collaborative intelligence makes that people are building communities where everybody gets stronger, acquires more knowledge and competences that represent the only career security. Let us think about that knowledge what is not shared has no value. Collaboration is much more interesting than competition. The only healthy competition is the one with ourselves, in order to build more ambitious projects and reach higher goals.

Written by Eric Saint-Guillain

November 28, 2014 at 07:28

Team spirit without common goal?

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Volunteer workers

As member of the board of a small non-profit organization, the board of directors had recently a discussion with the project manager about the difficulties to manage a team of employees and volunteers. He was explaining the daily conflicts and tensions he has to manage, which is not an easy task for different reasons.

To describe the context, we have to know that some employees are hired in a reintegration framework. These people lost they jobs in the past, they lost the workless allowances. It means that these people are socially weakened. This reintegration program help them to find again a place in the society, to trust themselves and to reintegration the job market. These people need to be managed with clear objectives and instructions. Within the organization, these employees have to work with volunteers, and as mentioned before, the collaboration is not always on the top.

On one side, we have employees who are linked to the organization by a work contract, with clearly defined duties and objectives. They know that if they are not respecting certain rules or defined duties in their work contract, they can be sanctioned. On the other side, we have volunteers who have no specific contractual link and duties, but only a moral commitment. The tensions who are appearing is that some volunteers are doing what they want to do, and not always what has to be done. They do not accept any remarks from the employees, and the employees have difficulties to accept remarks from volunteers “who have no specific obligations and who are there for their own satisfaction and not to sustain the common goal.”

By observing this situation, we think immediately to the necessity to define goals and objectives of the organization, and to describe how each person can operate and interact to make the assigned project feasible. By describing clear goals and assigned roles to the team members, employees as volunteers, we have to ask them first if they are subscribing to the project, if there is a matching between the needs of the project and their expectations. This is an essential condition to be filled by the hired employes, but also for the volunteers. I would say that this condition is more important for the volunteers who are only linked to the project by a moral commitment. They have to understand that they have to contribute to the project on a efficient way, to operate on a collaborative way with the employees. By doing like this, they are contributing to the achievement of the targets of the organization, but they are helping also the employees hired in this reintegration program to achieve goals, to trust themselves and to empower their social links.

This situation shows how it is important to clearly define and explain what are the objectives of a project and what are the objectives of each member of the project team. They have to perceive that each project has to be structured and organized, and that each member of the team has to play a specific role. The projects are taking place in an profit or non-organization, where structure, organization and team spirit are the essential key factors of success, and that there is no personal success without common success. Peter Drucker was used to say: “Management by objective works, if you know the objectives. Ninety percent of the time, you don’t.”

Picture source: http://www.benevolat01.org

Written by Eric Saint-Guillain

November 10, 2010 at 00:29

A manager, mentor and creator of inspiring environments.

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A manager, a mentor and a creator of inspiring environment

All of us we probably remember a manager we were pleased to work with, giving us the opportunity to develop talents and to achieve goals. All of us, we can note that when we finished our studies, we only acquired basic knowledge in the discipline we choose. At that stage, things only begin. In an ongoing fast moving environment, we have to learn every day by acquiring useful experience.

What is precisely experience? An efficient experience is not only a range of accumulated performed tasks, but the realisation of projects and assignment with concrete results and the knowledge acquired through the processes. A part of the acquired knowledge is the result of our own question we are putting to ourselves, but also the shared experience and knowledge by our colleagues and managers.

Recently, I put a question about the criteria of a good job. Somebody underlined the fact to work in an inspiring environment as a criteria of motivation, environment where colleagues and managers want to share knowledge with each other, which means a real team spirit, environment where each member want to be part of a collaborative process, and consider only personal success with team success. Everybody can contribute to such environment, but it is the manager responsibility to create it and to make it work. A manager is responsible of a team, with people having several competences and capabilities. The point is to create an environment where the people can demonstrate their talents, and create more added value than the sum of the individual talents. It is important to create a collaborative process, a dynamic where each team member can share knowledge with all the team members, where the seniors can share their own experience and recommendation and teach the juniors. Here I am not only underlying the combination of competences in a team, but also the level of competence and experience of each member. The importance of a balance between seniors and juniors is critical, for the reason that as senior, we do not only acquire knowledge, but we developed also methodology of work through several experiences. Methodology is a key factor in a project, in an assignment. Knowledge answers to what I have to do, but methodology answers to how have I to do it.

The manager has to play a key role in the acquisition of methodology by his team members. It is obvious if he wants to delegate processes and see these processes done on an efficient way. He can reach such results if we share his own experience with his collaborator, giving them the opportunity to work autonomously. Personally, I remember managers advising me and contributing to make me important steps in productivity improvements. They gave me small tips giving influence on my career direction, revealing talents and capabilities.

I think that a manager has to be a mentor, has to inspire and to build inspired and enthusiastic teams. Considering the fact to share knowledge and information, he clearly subscribes to a sustainable and long terms view of the organisation. He clearly understands this quote of Peter Drucker: “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.”

Written by Eric Saint-Guillain

September 6, 2010 at 22:07