What human and psychological mechanisms must the manager monitor to increase the collective participation of the work team

There is a saying, very well known, which reads: on a boat everyone has to row in the same direction to get to the goal as quickly as possible quickly as possible, dividing the efforts equally.

The company is perhaps the best expression of this choral effort of human resources, who work closely and in unison to achieve those goals that should be shared by the group.

Not everyone has the same strength and the same characteristics to devote to work, but everyone represents a piece of the team on which to rely , in the complex action that leads the company towards the achievement of its objectives.

Within a team, people are the expression of themselves, their experience, their character and one's own abilities, univocal and particular, which may differ from those of others but not for this reason better or worse.

Within the team, the character component of each individual person determines games of strength between colleagues, pushing the most enterprising and ambitious to impose themselves on others, sometimes in a positive way, therefore through example, leadership and charisma, sometimes having a negative impact on colleagues, with an attempt to minimize collaboration in order to emerge from others.

It is easy to understand that a team, in which frictions, marginalizations and denigrations among people with a very specific purpose, the most fragile elements from the point of view of character, the most sensitive, the least self-confident, those who cannot bear a creeping clash over time with the strongest elements, can in short time to succumb.

A type of leadership within the team that uses these methods is not very profitable for the company, as it lacks a concerted and coordinated effort upon reaching the objectives, the possibility of losing some elements, of slowing down the proactive drive or, worse, of having resigned and inactive workers can create many problems.

The manager, on whom the workers depend, should monitor the balance of power within the teams, but above all, understand the qualities of the most emotionally fragile people, who can still make their contribution, perhaps important for the skills they have, being able to work in conditions of emotional tranquility.

It may happen that an introvert does not have the courage to propose ideas or solutions, or performs work mechanically for fear of making a mistake and to be judged, not only by the superior, but above all by the colleagues with whom he lives his daily life.

It may happen that a person with low self-esteem can easily and correctly follow the workflow, perceive improvements and novelties, but does not feel capable of proposing initiatives because he can develop, in his mind, the conviction that he is no better than others in proposing useful solutions, and that, therefore, if these did not live up to collegial expectations, he would experience it as a another personal defeat.

Knowing the pros and cons of one's team members allows for a constructive, empathetic and without preconceptions dialogue, which puts workers at their own comfortable participating creatively in the action of the company.

The manager must be able to instill in emerging subjects respect for colleagues, humility in work and constructive collaboration and, if necessary, repress abuses and discrimination especially towards the most fragile.

The widespread concept that a non-expansive or non-apparently competitive workforce can be a burden to the company is, I think, completely out of place Furthermore, believing that within work teams the natural solution of "the strongest wins" can lead to a skimming, useful for forming functional hierarchies at work, is a dangerous and ineffective concept.

Each person can best express himself if he feels appreciated, if he is trusted and if he is respected as an individual, even before being a worker, it is then up to the manager to understand, according to the intellectual and character characteristics of each one, how to assign the right role to the members of one's team.

Automatic translation. We apologize for any inaccuracies. Original article in Italian.