"The team development process sparks all kinds of useful conversations and discussions"
Tom Mekenkamp, head of ITC's Finance department
Having previously worked in accountancy and healthcare, Tom Mekenkamp joined ITC in June 2021 to lead a team of eleven colleagues in the Finance department. Tom's duties also include advising the various ITC departments on everything related to finance. When he first started, all departments within ITC were already fully engaged in the team development process.
How did you feel about having to get started with team development right away?
"To me as a newcomer, it was very useful, because it gave me a unique opportunity to get to know the people in my team. Unfortunately, many of those new colleagues worked from home at the time because of the Covid situation. Hardly seeing each other at the office was obviously not helpful. That's why the team development sessions were extra valuable to me, as they helped me to familiarize myself with people in different ways. In the course of the sessions, we have also thoroughly engaged in self-reflection. What kind of person am I, where do my preferences lie and how does all that relate to my colleagues? The team development process sparks all kinds of useful conversations and discussions. So actually, I'm just really happy that it was already in motion."
Could you give a concrete example of what your team has been working on?
"Initially, three themes were defined for the team development process, with assignments that have now been completed. Currently, we are looking at a new theme, "the paperless office", also in anticipation of ITC's impending move. We want to get rid of as many paper folders as possible and make documents available digitally. Achieving that requires choices that we need to make as a team. How do we shape our team collaboration in this regard? And, very practically, where will we save all those documents so that they will be easy to find for everyone?"
What do you like most about the process?
"The process forces us to look at how we work and collaborate as a team, how we see the future and how we wish to profile ourselves within the organization. In our case, the starting point was a desire to become more visible as a department and occupy a more solid advisory position. My experience is that this type of process often starts out strong and then gradually gets bogged down again, especially if the overall approach is too casual. It takes a structured trajectory with scheduled sessions to make sure the topic remains on the agenda. I think the initiators of our particular process have done a good job of that, as team development is something that we have continued to discuss until today. The next challenge will be to secure the gains we are now achieving."
I understand that you collaborated with the BOOZ department as well?
"Before my arrival at ITC, both departments participated in a joint kick-off session. As the development process progressed, we have more or less gone our separate ways. However, the two departments met again during a so-called HAYDAY, when we all went to an outdoor location to show each other what was achieved until then. We noticed that things had gone a little differently at BOOZ than in our department. But that was actually beneficial because it allowed us to really learn from each other. Since then, the two departments have been working on their own goals again separately, but there are plans to organize another event together."
What steps do you see ahead and what can you as a manager contribute?
"The strength of any team lies in communication and collaboration. I think we have made great strides in this area recently, especially by getting to know each other better. As far as I'm concerned, substantive expertise is not really something we need to develop, because all team members have a wealth of work experience. All in all, I think I have a well-functioning team already. For me in my role, further development will be mainly a matter of making minor adjustments, while remaining interested in people and their well-being, showing an open approach towards new employees and always celebrating successes that result from team effort. I think it is especially important to keep listening carefully to what is going on in general conversations and meetings, and then use department meetings to initiate discussions about specific concerns experienced by employees."
Do you have any tips for fellow team leaders who want to get started with team development?
"I would especially advise them to ensure structure and a clear timetable. It is also important to make it clear in advance what you want to do and why you think it has value. Good preparation is half the job."