Deep within the dynamic and ever-evolving workforce composition of UPLB, every employee is unique and they have varying personalities, work ethic, and strategies when it comes to fulfilling their duties and responsibilities (McLeod, Lobel, & Cox, 1996; Mannix & Neale, 2005). There are solitary wolves who prefer working alone because they do their best work in isolation when there are no distractions around them to make them lose focus. On the other hand, there are naturally social animals who thrive when they work together hand in hand with their pack as they divvy up the shared responsibility, delegate tasks evenly, and work cohesively like a well-oiled, precision machine (Hoegl & Gemuenden, 2001; Katzenbach & Smith, 1993).

But in order for the University to stay true to its fervent initiative of future-proofing, uphold its highly touted culture of honor and excellence, and continuously improve with each passing year for the sake of its clients and constituents, employees need to step out of their comfort zone and collaborate with others to gain knowledge, sharpen their skills, and add more wrinkles to their game so to speak (Bunderson & Sutcliffe, 2003; Edmondson, 2012). With that said, teamwork makes the dream work, or so the saying goes, and even seemingly insurmountable tasks and grueling challenges become much easier to bear and overcome if all employees pitch in and do their part for the collective goal and greater good of UPLB (Jehn, Northcraft, & Neale, 1999; Katzenbach & Smith, 1993).

Here are some pieces of advice on how UPLB staff can utilize and properly leverage different aspects, facets, and nuances of teamwork in order to maximize their efficiency and optimize their performance each and every day.

Coaching, Mentoring, and Shadowing

Leaders and supervisors have the unwritten responsibility to think and act like good role models and prime examples around their constituents, and that is why they should actively take their employees under their wing, consistently impart the knowledge and wisdom that they have harnessed through the years, and earnestly guide those who look up to them with patience and understanding (Kram, 1985; Scandura, 1992). In turn, employees who are eager and willing to learn from their higher-ups should shadow them closely so that they can learn the intricate details of their respective roles, old school trade secrets outside of the usual handbooks, as well as tried and tested techniques that come with years of tenure and experience (Eby, Allen, Evans, Ng, & DuBois, 2008). Therefore, it goes without saying that mentors have the innate responsibility to coach their employees by helping them set goals, tap into their capabilities just beneath the surface, and unleash the fullest of their potentials.

Stop, Collaborate, and Listen

Seasoned veterans speak and act with the voice of experience while young blood from the next generation have mastered new and innovative skills using advances in science and technology, particularly computer programs and applications, to streamline processes and make them more efficient and significantly easier (Cohen & Bailey, 1997; Nembhard & Edmondson, 2006). Instead of staying stubborn, going against the flow, and resisting change because they are set in their own ways, old and young employees alike should brainstorm with one another, share and teach their unique skill set with everyone, and collaborate as often as needed so that they can grow together and become more well-rounded individuals under one umbrella (Amabile, 1996; Edmondson, 2012).

Unity and Strength in Diversity

When they feel that they are growing stagnant and they have temporarily exhausted all available means, avenues, and resources within the University to grow and add more skills to their toolbox, UPLB employees can seek outside help from other government agencies and private organizations. Forging partnerships and engaging in collaborative efforts with these entities and affiliates that offer training workshops, seminars, symposia, and other self-improvement programs can help teams improve as they grow both individually and as a group at the same time (Edmondson & McManus, 2007; Zaheer & Bell, 2005). In the same light, representatives and delegates from different units can also travel abroad and visit other countries to learn from experts. When they get back home from these trips and journeys towards enlightenment, they can impart the new skills and knowledge they harnessed to the rest of their colleagues to boost the productivity and competency of their unit and offices as a whole (Gibson & Birkinshaw, 2004; Salk & Brannen, 2000).

Christian Jonah P. Mizal

Reference:

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