Creating disciplined teams

Creating disciplined teams

The Harvard Business Review has broken down different concepts around team building, and one of their essays endorses the idea around how discipline strengthens teams. Having a specific goal or set of goals to work towards gives the team a purpose, vision, and clear approach. 

A team is more than the sum of its parts. Don’t look at the number of resources (or people) that you have, but how you can best highlight the strengths that these people have. People may be experts at specific things, but by nature, human beings are multidisciplinary and can lend different skills depending on the situation at hand. 

In Bridgit Bench, you can use this fact to your advantage through field customization. You are only limited by your imagination. You can add in fields that show you information around years of job experience, work history and specializations, and even use the notes field to write down pertinent information about an individual that will help you place them going forward.

Creating disciplined teams
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Before sending workers to the jobsite, operations managers can: 

  • Distribute project information at a manpower meeting 

  • Consult developer about goals for the project, and discuss how that applies to the team

  • Encourage participation in a work-focused personality test 


When on the jobsite, general contractors can: 

  • Mediate team syncs before, during, and after the project

  • Ensure that subcontractors understand their roles in relation to full-time staff 

  • Post progress-related goals and achievements in a place visible to all staff 


If there are others that have the opportunity to weigh in on people allocation decisions, you can make relevant information visible to them. That way, everyone is on the same page. Strong communication leads to team cohesion, better overall performance, and the creation of a space where both construction criticism and discipline are welcome. 

People want to know what is expected of them, especially in an environment where they’re expected to deliver results. At work, not only is your individual performance evaluated, but also how your actions potentially impact the group. Knowing where you stand and how that aligns with the viewpoint of the group will ensure the best outcome. 

In order to set the expectation amongst team members that high performance is what’s expected, team leaders must establish urgency, have demanding performance standards, and propose a clear direction towards the end result.  

When it comes to building out your team, recruit your members for their current skills and the potential that they exude for building those skills, and not just personality. You can have the most likeable group of project managers or site supers on the jobsite, but success comes from the compilation of all the skills needed to meet performance and purpose goals. 

Teams also need to be willing to seek information outside of their existing framework. Teams that are self-contained falter because they assume that all of the information that they need can only be sourced from the collective experience of current members. Different perspectives on problems and solutions are imperative for the continued growth and success of an organization. 

Stellar interpersonal skills breed both common and understanding between individuals. It fosters a mindset around risk taking, helpful criticism, objectivity, active listening, giving the benefit of the doubt, and recognition of interests and achievements of others.


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