Just the thought of teamwork is motivating for most people. Deep in our hearts, we earnestly desire to cooperate with others and to be part of something larger than ourselves. This produces some initial success - or at least enthusiasm - for nearly all teambuilding efforts. However, without a clear understanding of the entire concept and a long-term, comprehensive plan for implementation, these initiatives are bound to fail quickly.

* Teambuilding is not an end, but is undertaken as a means to better accomplish an organization's mission.

* A team is two or more people who are prepared, equipped, and committed to working together to achieve a common purpose. It may be a family, school system, department, congregation, or corporation.

* People working in effective teams accomplish more than an equal number of people working individually. True teamwork produces benefits in both productivity and personal satisfaction.

These basic foundations must be in place for any team's success:

* Clear purpose and direction. Each team must understand its purpose in order to maximize its contribution to the mission. This includes understanding the organization's vision and mission, critical issues, primary goals, priorities, and the role each team member is to play.

* Effective leadership. Team leaders generally determine the pace and performance of a team and the amount of direct leadership required. Some teams need a great deal of instruction, guidance, and oversight while others need freedom to accomplish their task.

* Productive interpersonal relations. It takes a lot of hard work to develop unity between just two individuals - each additional person to the mix increases the problems and the potential of the team exponentially.

* Communication/listening skills. It is vital that each and every member of an organization be skilled in verbal communication and listening skills.

* Problem-solving and decision-making skills. Individuals develop these skills through training, education, and life experiences to avoid life's pitfalls and achieve personal goals. In successful teams, members have learned to use these skills to attack organizational problems rather than one another. The concept of consensus in decision-making also needs to be clearly understood.

* Trust. People must be taught how to be trustworthy and how to trust others in the work place. Team members can develop trust as they discuss goals, concerns, and personal values with one another.

* Conflict resolution methods. In any relationship, conflict is normal. If handled correctly, conflict can be positive if everyone involved shares their perspective, and solutions are based on truth not emotions.

* Proper skills, knowledge, and abilities. All members of the team must have the skills and abilities necessary to complete their tasks well. This should be a primary concern for team leaders.

* Sufficient resources, information, supplies, and equipment. This seems obvious, but many organizations do not equip teams for success.

* Fair performance evaluation, recognition, and reward systems. Each team's efforts ultimately result in a product, a service, or both. These products provide the basis for the team's performance evaluation and rewards.

----------- Brian D. Molitor is founder and CEO of Molitor International, a consulting and training company specializing in organizational change. Molitor's clients include many of the top Fortune 500 companies. In addition, he hosts the television programs Faith at Work, Public Report, and Michigan Alive. Brian lives with his family in Midland, Mich.

From The Power of Agreement by Brian D. Molitor, copyright (c) 1999. Used by permission of Broadman & Holman Publishers, Nashville, Tenn., 1-800-233-1123.