Colleague 1 Alexis Rubin Fostering a Culture of Collaboration and Belonging The experience I had on a university-led community project aimed at creating financial literacy workshops for underrepresented families was my best team experience. The team was cross-functional, comprising students with majors in business, psychology, and education. The ease with which cooperation and openness informed us of our work made it such a great experience. All the voices were heard, and our team leader kept reminding us that we were working towards a bigger goal than any single point of view. Three essential considerations contributed to its success. The first was the layout of thinking. We also introduced diversity in all our discussions, and instead of sidelining differences, we delved into them. Vickberg and Christfort (2017) also emphasize the importance of integrating different work styles, drivers, integrators, and guardians to produce richer and more balanced options. Second, we were well-structured and expected to behave in a given direction, having a team charter established on the first day of work. Rodgers (n.d.) notes that team charters make the situations more transparent and accountable, which is the case we observed. And last but not least, inclusive leadership. Our facilitator purposefully switched roles, and quieter members were given a chance to be checked in one-on-one so that all would feel seen and heard. This aligns with the recommendation by Williams and Mihaylo (2019) to encourage effective managers to take a stand against prejudice and amplify the voices of those on the margins. One practice that I would want to prioritize as a manager is introducing team norms early on, through the use of charters, values, and communication styles. It prevents misunderstandings and guarantees psychological security. Intentionality would be another one, not merely opening up and letting everybody join the table, but by providing them with a say in how the cup is shaped. According to Matsudaira’s (2019) research, inclusion leads to better performance when employees are aware that their input is valued and considered significant. This experience taught me that high-performing teams are not just about talent; they are also about trust, structure, and the shared belief that anyone can be a part of them. References Matsudaira, K. (2019). How to create a great team culture (and why it matters). Communications of the ACM, 62(6), 42–44. https://doi.org/10.1145/3316778Links to an external site. Rodgers, L. A. (2024, April 18). Key Elements You Need in a Team Charter. Better Teams Training, Meeting Facilitation, And Tools Services. https://better-teams.com/team-charters-key-elements/Links to an external site. Vickberg, S. M. J., & Christfort, K. (2017). Pioneers, drivers, integrators, & guardians. Harvard Business Review, 95(2), 50–57. Williams, J. C., & Mihaylo, S. (2019). How the best bosses interrupt bias on their teams. Harvard Business Review, 97(6), 151–155. Colleague 2 Hello Everyone, One of the best team experiences I’ve ever had was during my role as a community engagement leader organizing a county-wide health and wellness initiative. Our team, composed of healthcare professionals, nonprofit leaders, and local government representatives, worked together to assess needs and implement resources that addressed food insecurity, mental health, and transportation barriers. What made this experience so rewarding was the strong sense of collaboration, mutual respect, and shared purpose that permeated everything we did. We weren’t just accomplishing tasks; we were building something meaningful together. Three Factors That Contributed to Positive Culture, Inclusivity, and Engagement: 1. Shared Purpose and Meaningful Goals: Each team member understood why our work mattered, and we were deeply connected to the mission. As Cable (2019) emphasizes, helping team members feel purpose in their work increases motivation and satisfaction. For example, one of our team members, a school nurse, was passionate about childhood mental health. When we incorporated school-based counseling in our initiative, she said, “I finally feel like I’m part of real change.” That kind of purposed riven collaboration created lasting engagement. 2. Psychological Safety and Open Dialogue: Our team leader encouraged honest conversations, even when they were difficult. Davey (2019) argues that teams should be allowed to have “heated conversations,” as this leads to deeper understanding and better solutions. During one meeting, tensions arose over how to allocate limited funds. Instead of shutting down the debate, our leader facilitated a respectful, solution-oriented conversation that led to a compromise. That moment-built trust and made everyone feel their input was valued. 3. Autonomy and Trust: According to Ancona and Isaacs (2019), giving teams the right amount of autonomy boosts ownership and innovation. We each had freedom to make decisions in our respective areas, which helped us move efficiently and adapt quickly. For instance, I was entrusted to coordinate community partners without needing constant approval, and that trust empowered me to lead confidently and creatively. Two Managerial Practices to Promote Effective, Positive, and Inclusive Teams: 1. Foster Purpose Driven Work: As a manager, I would regularly connect team roles to the broader mission. Inspired by Cable (2019), I would encourage storytelling moments in team meetings where individuals can share how their work has made an impact. This deepens engagement and reminds everyone why their work matters. 2. Establish a Culture of Constructive Conflict: I would implement team norms that encourage respectful disagreement and ensure all voices are heard, drawing on Davey’s (2019) insight. Creating structured opportunities for reflection and feedback, such as post project reviews, can help teams grow stronger from conflict rather than avoid it. In conclusion, the most effective teams I’ve been a part of were those that blended shared purpose, psychological safety, and autonomy. As a future manager, I hope to replicate those experiences by fostering environments where people feel seen, heard, and empowered to contribute fully. Markeita Townsend, MPH References Ancona, D., & Isaacs, K. (2019, July 11). How to give your team the right amount of autonomy. Harvard Business Review Digital Articles, 2–4. http://hbr.orgLinks to an external site. Cable, D. (2019, October 22). Helping your team feel the purpose in their work. Harvard Business Review Digital Articles, 2–7. http://hbr.orgLinks to an external site. Davey, L. (2019, December 23). Let your team have that heated conversation. Harvard Business Review Digital Articles, 2–5. http://hbr.orgLinks to an external site. Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83(7/8), 162–171. Matsudaira, K. (2019). How to create a great team culture (and why it matters). Communications of the ACM, 62(6), 42–44. https://doi.org/10.1145/3316778Links to an external site. Buchanan, L. (2015). Teams versus groups [Video]. YouTube.https://youtu.be/uG-FLOi4OOULinks to an external site.Week7Discussion-ManagingPeoplePromotingCollab.docxWeek7LearningResources-ManagingPeoplePromotingCollab.docxWeek7Discussion-ManagingPeoplePromotingCollab.docx
