Transcript—Leading a Team Assigned to You
Debra Zabloudil: Good afternoon, everyone. This is Debra Zabloudil with the Learning Studio, and I am here today to introduce you to the next segment of the APS Team Dynamics and Culture Microlearning Video Series. Today, I am pleased to introduce Dr. Sinya Benyajati with The University of Oklahoma Health Sciences Center. Welcome Dr. Benyajati, so happy to have you with us today.
Sinya Benyajati: [00:00:30] Nice to be with you, Debra.
Debra Zabloudil: We are talking about something today that is very common in academic circles. And that is, how to work with a team that is assigned to you? So this is the case where in many people's work life, they do not, whether they're in academic or not, they do not necessarily have the opportunity to always pick their own team. And certainly in academic circles, that is even [00:01:00] more so the case. So what can you tell the group today about how working with an assigned team is different and maybe more challenging, or more rewarding than working with a team that you create on your own? How is it different?
Sinya Benyajati: Well, first, if you have a team that you created, the membership for the team, what do we call, homogeneous? So [00:01:30] you pretty much have a team that you know that have the needed skills. That's the first thing. And that you also, since you recruited them, you know that they also have the common goals. Because that's why they join your team. And then since you know them, you already develop some relationship and some trust. So all this as a strength of a team. So the team is likely to be functioning and [00:02:00] be effective.
On the other hand, when you have a team that is assigned to you, basically, you don't know anybody. They were basically given to you said, "Okay, here's your member, get this work done". So in that case here, the team, what they call, is diverse. So why are they diverse?
Some of them may not have the same, or necessary, or required [00:02:30] skills to do the job. Usually this would be staff. And then, so they are going to need more training. And then also, depending on the team, several members the team may not have the same commitment, or same level interest in the project. So with this diverse team, the thing that you have to do first is you need to develop relationship. You need to develop trust, so that the team [00:03:00] will take on time to be functional and to be effective. So in other words, it just takes more work and more time to lead diverse team. You still do the same skill, you still have to lead, you still have to manage. But an effort in going to leading is a lot more, the effort in going to manage is a lot more. So you need more leadership, more management, and more effort, [00:03:30] basically, to create cohesiveness among the team to create the team culture. So they all get to the common goals and share value so that we can work together effectively. So that's going into having a good diverse team.
Debra Zabloudil: Do you think that you also need maybe more communication with a team like that to really get sort of the mission baked into the team and have everyone [00:04:00] on board with you?
Sinya Benyajati: Yes, you do. And that's what I call basically when we sort of talk about before, we need a pathway, how to get this kind of thing. And so the communication come with our committees have meetings. So you're going to have to schedule a lot of meetings. And with the diversity, you probably need a lot more meetings because there are two things that you have to do.
First, you've got to be able to identify, [00:04:30] share similarities. You got different members of the group that are different. You don't know them, so you first have to identify what common value do they have concerning this particular project. This is not just anything, we have a project we need to accomplish. And then we also have to find out what the differences, how they feel about this project, what their opinions are, and embracing that difference. And embracing difference and we can pull out the basically, [00:05:00] okay, so these are the difference we have as a team who have different ideas how to sort of get over the difference, or what can we do with that.
So it also encouraged problem solving. So this is sort of a way to have effective communication. That's how I would start. So everybody can talk about, basically, what can we do to get there? And then they can also talk about, and you can also see the differences. So [00:05:30] the key is to pull out all the similarities and that will become your share values to develop them. And at the same time you embrace the difference. That difference everybody's okay, you can be like that, but let's talk about it. What can we do with the difference? How can we sort of make it so that make our project better? So everybody get involved and they all sort of start to feel in the different roles. Yes, I can still be myself and do this, but I still fit in with the big pictures. [00:06:00] So that's how you do the communication. Have lots of meetings.
Debra Zabloudil: Yes. And I so appreciate what you said about common values, and identifying what those common values are, because so often on teams, we don't necessarily do that. And then it seems like all we're dealing with is problems, rather than looking at those things we have in common. So identifying differences and similarities seems like such a good place to start.
Sinya Benyajati: Yeah. But you also have [00:06:30] to have, I guess, your own evaluation as a team leader, which mean that all these things have to be evaluated. That is this working, this share values and the difference that we talk about, that's going to make things, how are we going to solve the problem, what the strategies to get there. So as a leader, you need to have some kind of evaluation, both on individuals members, as well as a group, you got to do something that you can [00:07:00] know, is this working or not?
Debra Zabloudil: Absolutely.
Sinya Benyajati: And then go on from there. And then by creating this kind of thing and have everybody own a piece of the project, what will their interests are? You basically give them encouragement so that they feel they're also leading. And that basically sort of give them leadership skills basically, in other words. So it [00:07:30] actually is a way to, I guess, motivate the membership and make them more commit to the project.
Debra Zabloudil: Absolutely. So you spoke about being a team lead. So let's talk a little bit more about that. What do you think as a team lead is the best path to creating a connection between yourself and the team?
Sinya Benyajati: Meeting as a group, and individuals, and you really have to be [00:08:00] what I call a people person. And I think, just communication. Talk about the project, talk about how they feel about this, get the input and try to get out what they want. You can do that individually. And then you can talk as a group so that when you have a group meeting, you don't, I guess, create problem, make somebody uncomfortable, because you will talk about the right thing. So [00:08:30] basically it's a lot more work. If you're leader, your commitment is total, and which means this is your project, you would die for it. And everybody else might not have the same commitment as you do, especially with diverse team.
You have to be ready to fill in the blank and step in whenever you can. So the time that spent on leading this, actually a lot more than people imagine, you can't just say, "Okay, I see you at next meeting". And my secretary will plan for this. It doesn't work.
Debra Zabloudil: That is so [00:09:00] true.
Sinya Benyajati: Have to be hand on. And basically communicate everybody individually. And even that, sometimes it doesn't work. Because personality is a big thing.
Debra Zabloudil: It sure is. It sure is. So you mentioned meeting, having frequent meetings. And what do you think about the fact that so much of what we do is virtual now? Does that make it harder to get people cohesive and onboard? Or [00:09:30] have you found any ways to work through the fact that we're behind screen so much and we're not face to face?
Sinya Benyajati...: Well, I think being on screen is less effective and I, if possible, I try to meet in person as possible. "How about going to lunch?" "How about going to coffee?" And, "let's do something together". I am actually one of those who we take the whole group to meals, and we basically talk [00:10:00] or stuff, things like that, when you can do it. I think you need to do a lot of these to get the feel how the person really feel. And one of the thing I would say, your enthusiasm and your commitment, it will be catching, which means that's how I hear most people work with me, because I'm so enthusiastic about this. And I will do anything, and that usually catching. If they want to work with this, [00:10:30] basically they're all in.
Debra Zabloudil: If the team leader isn't enthusiastic, how can any of the rest of the team members be passionate?
Sinya Benyajati: Exactly. And for a diverse team, you actually have to be more both manager and a cheerleader.
Debra Zabloudil: And also consistently. I think that so many times we see team leads get very excited about things, and then they get distracted by other projects or other priorities, and they lose [00:11:00] momentum. And then the team loses momentum. Have you seen that?
Sinya Benyajati: Not with me because I'm the type of person I don't allow that to happen. I'm very focused. I actually focus project, my project. I'm actually very compartmentalized when it comes to that. So yes, you have to be focused on what you do. And in fact, if you don't do that, doing meetings and stuff, you have other discussions going on that actually can distract from what [00:11:30] we are trying to do. So it's important to make sure that everybody stay on project. But you can't dismiss what people come up with. That's what the difference is.
And you have to try to deal with that, I guess, effectively. You can do it, we can say that, "Okay, I don't really have time to think about this one right now, but that's a great idea. Can we meet one-on-one afterwards? So we can talk about this, and then we include it in a project next time". That's something that you can do. [00:12:00] So to prevent tension, because one of the, I think, biggest challenge that you have with diverse group is that people a lot different than the team that you create. Because of that, there is an underlied tension behind this. So the chances are that you can deal up conflict.
Debra Zabloudil: Yes, that's right.
Sinya Benyajati: And that sometimes can be very difficult, and usually conflict sometimes can be between members. [00:12:30] Not with you, but with members. And that's actually harder to deal with. And it becomes a different skill totally, because you have to deal with a conflict resolution.
Debra Zabloudil: Right. You have to mediate between the other two individuals.
Sinya Benyajati: Right. And with the team that you create, not likely to happen because you create it to avoid that. You pick the people to avoid, you can do this. And I actually have experience, this kind of conflict between my staff.
Debra Zabloudil: Yeah. [00:13:00] It's difficult.
Sinya Benyajati: Difficult. Sometimes-
Debra Zabloudil: And it doesn't always resolve itself quickly.
Sinya Benyajati: No, sometimes they refuse to work with each other. And you just have to come up a way that basically, "Okay, we have this goal, you don't have to see each other too much, how we can get to those goals?"
Debra Zabloudil: Right. Absolutely.
Sinya Benyajati: But anyway, that I think is the first challenge, I guess, the biggest challenge compared to the team that you create.
Debra Zabloudil: And speaking of teams [00:13:30] and what can cause conflict, how do you best divide duties and integrate the workflow so that the project flows smoothly and successfully?
Sinya Benyajati: Well, basically when you talk at the beginning is, what's everybody think about this project? You can ask about if they were to do this, what's they plan to get there? And if this is their plan, what's their role in it? What do you want to do? [00:14:00] And with that, then you can actually, behind the scene, organize what everybody say, try to see, can that make into stories that work in a timeline that you have? And then keep everybody what they want to do, which is their strength. And then basically, try to integrate it. In every meeting you try to see how everything fit, how everything flow, people can do better, because that would be the differences we can probably solve in there. "Okay, [00:14:30] you don't like this, what do you think we could do? What thing we could do?" Let's just start another thing that you can integrate everybody ideas, but it's up to the leader to make sure that we actually move on at the right place and stay on track.
Debra Zabloudil: And I like what you just said about going back to that person and saying, "If this doesn't work, what will work?" And putting it in their hands, somewhat, rather than solving it all yourself.
Sinya Benyajati: Right. [00:15:00] Make them a leader. Feel good about it. Because, basically, they have equal share. You are one of the leader, make them a leader. If you do this, what do you want to do? And see whether that work. And basically empower them to do this project.
Debra Zabloudil: Right. Absolutely. So are there any specific skills or understandings that you think helps people participate exceptionally [00:15:30] well in these types of groups?
Sinya Benyajati: Be a good leader, good manager, and be a people's person, sensitive to everybody's feelings, sensitive to where everybody is in their life. People have times in their life, they can't do things on schedule, things like that. So basically that's what you have to do. I work, everybody to me is a family, [00:16:00] when you work as a team. And we pull in for each other, once you are a team.
Debra Zabloudil: And what do you think a team member should do? You just mentioned a situation. Sometimes things come up in life, and we as a team member, we don't feel we can contribute as fully as we can at other times. How do you think a team member should handle that?
Sinya Benyajati: Based on my own experience, ask for help. Be honest. That's what you do. In fact, I was surprised [00:16:30] how many people willing to, I guess, help you get work done. Usually as a leader, you ask, "Okay, I understand you can't do this. How much can you do?" And then I ask everybody else. And when people buy into the project, they will chip in.
Debra Zabloudil: That's wonderful. And that really creates such a sense of comradery and collaboration, doesn't it?
Sinya Benyajati: That's right. And that's how you have to create this diverse team to be that, which [00:17:00] is the work that you put in. Whereas with the team you create, you don't have to as much work.
Debra Zabloudil: Right. So I was just going to say, what do you think is the biggest challenge in working with an assigned team? How do you manage and how would you manage that challenge?
Sinya Benyajati: Well, the challenge is, I guess I never see, giving the job is a challenge. So the challenge to get it done in a timely manner. I think [00:17:30] that's what I usually do. I usually try to map the timeline, see who all the players are, what all the different parts, and how can we get things done. I think the challenge is being focused, be a good manager, keep everybody work together, keep the team functioning, no infighting. And also, be prepared for disaster.
Debra Zabloudil: Be prepared for disaster?
Sinya Benyajati: [00:18:00] Yes.
Debra Zabloudil: And tell me what you mean by that.
Sinya Benyajati: Things never always go as planned, doesn't matter how perfect it is. I try to be as perfect as possible. And one of those, I map everything every second. And so there always sometimes disaster. So just, you have to learn to cope with the disaster, which mean there should be something in my, "What am I going to do if it doesn't work?
Debra Zabloudil: Absolutely. And I think we all experience [00:18:30] that in the last 18 months, right?
Sinya Benyajati: Yeah. And usually team members don't think like that because they're not a leader. Especially a lot of the team members used to being told what to do. And being assigned a lot of them don't think in that way. So you basically have to prepare to step in and try to do that. And I think that's the most important thing, and disaster sometimes happen the last step.
Debra Zabloudil: That's right.
Sinya Benyajati: Before the final project ended.
Debra Zabloudil: That's right, [00:19:00] in the 11th hour.
Sinya Benyajati: In the 11th hour. So I think that is probably the biggest thing that sort of have to be, not just keeping things along, but you need to have a prepare for emergency.
Debra Zabloudil: That's a such a good point. And I have to think that a lot of teams are having those conversations now, maybe more than before. Because we know that we can't expect everything that will happen.
Sinya Benyajati: That's right. So you need to be creative. We need [00:19:30] to accommodate. The goal always do whatever it is to put a show on. That's how I tell people. I see all my project is putting a show on stage. We need also to come together. It doesn't matter what happened. The show has to be on time.
Debra Zabloudil: That's right.
Sinya Benyajati: And well done.
Debra Zabloudil: Dr. Benyajati, would you please share, as we conclude today's video cast, what advice would you give to [00:20:00] others in the APS audience on how they might lead an assigned team for the first time?
Sinya Benyajati: I think first, when you were given a team, I think you need to recognize that this is diverse team. And that's how APS committees are. I have chaired the women physiology committee. And the membership change every year. You chair for three years. [00:20:30] And I also chair the section, the comparative section for three years. And it changed membership all the time. So I guess the advice is basically to recognize that these are diverse team, and that you actually work more with individuals who are equals, but have varying interest, varying skill, varying commitment. So [00:21:00] get to know them.
And like I said, and try to find out, "Okay, with this project in mind, what other similarities? What's the difference?" Share similarities become share value, which everybody can work on. Embrace the difference so that can be a tool to solve problem, to go on as a team. So first you got to recognize the first thing you can think, "Oh, I get to share this and can do whatever they want". No, you got to recognize this is the [00:21:30] diverse team of individuals, which might not have the same value or same commitment.
Debra Zabloudil: Very good advice. Thank you so much, Dr. Benyajati for being with us today, and for sharing your wisdom on an important topic to many in the APS community. Thank you so much for your time and your talent. And I appreciate you being on the call today.
Sinya Benyajati: It's a pleasure. I hope it is useful.
Debra Zabloudil: Absolutely.
Sinya Benyajati: [00:22:00] Thank you.