Forming Team Identity 3: Shared values and new team members4 min read

Helping a new team member resonate with a group’s principles and values can either help them unite with the team or create a chasm that is very hard to overcome.

Joining a new team can be an exciting and challenging experience. One crucial factor that determines the success of a new team member is their ability to align with the group’s principles and values. When there is resonance between an individual and a team’s core beliefs, it has the potential to create a strong bond and foster collaboration. In this blog, we will explore how resonating with a group’s principles and values can either unite a new team member or create a chasm that is seldom overcome.

The power of alignment

When a new team member resonates with a group’s principles and values, it serves as a foundation for building trust and a sense of belonging, which allows team members to work cohesively towards common goals. When individuals believe in and embrace the same principles, they naturally form a connection which fosters a positive and supportive work environment.

Unity through shared principles

Resonating with a team’s principles and values can lead to several positive outcomes. First and foremost, it enhances communication and collaboration. They are more likely to understand each other’s perspectives, making it easier to work together effectively. It strengthens the team’s culture. A cohesive culture fosters a sense of identity and creates an environment where everyone feels valued and appreciated. This, in turn, leads to higher levels of employee engagement, productivity, and innovation.

The chasm of misalignment

On the flip side, when a new team member does not resonate with the group’s principles and values, it can create a chasm that is challenging to bridge. Misalignment can lead to misunderstandings, conflicts, and a lack of trust within the team. The absence of shared principles can cause friction, hindering effective collaboration and cooperation.

Furthermore, a lack of resonance with a team’s principles and values can also lead to feelings of isolation and disengagement for the new team member. When individuals do not connect with the core beliefs of their team, they may struggle to find meaning in their work, leading to reduced motivation and job satisfaction.

Overcoming the divide

While it can be difficult to bridge the gap created by misalignment, it is not impossible. Open and honest communication plays a crucial role in resolving conflicts and finding common ground. Encouraging dialogue allows team members to share their perspectives, understand each other better, and potentially find areas of agreement. Here are three practical steps team leaders can take to establish better alignment between individual and team principles and values:

1. Encourage team members to shape their environment and roles based on their values.

In our previous blog (The Importance of Belonging) we encouraged managers to ask team members what actions they could take to live out their values in their current role within the team. Open and honest communication around this question can help team members identify ways they can live out their values, and help the team leaders identify ways they can support the individual to do so within the practical parameters of their role and the team.

2. Clarify team values

Aligning individual and team values and principles is only possible if everybody is clear on the team’s values. If you have not yet done so, here is a three-step process to help you get started.

1. List your values

Write down the three to five core values that determine the standard by which your team sets priorities. This can be a great opportunity to sit with your team and get into the practicalities of how you want to live those values in your teams. Come up with a definition for the value that the team agrees on and can get behind.

2. List your paradigms

Then, consider the paradigms within which you could apply those values. Here are 4 examples, but there are countless more ways to approach this:

• Managing relationships (within the team and with clients)
• Deliver results
• Handling conflict
• Solving problems

3. List your do’s and don’ts

Finally, write down at least three do’s (positive behaviours) and three don’ts (negative behaviours) for each value. For example, if a value is excellence, your do’s and don’ts might look as follows:

Do’s:
– Treat every obstacle as an opportunity for growth
– Don’t just answer the question, listen for the root of the problem and help the customer solve that
– When you’re at home, disconnect completely and rest. When you’re at work, be fully engaged.
Don’ts:
– Accept the first solution without asking, “Is this the best option for my client?”
– Take work home with you. Excellence at work comes from rested and holistically satisfied people.
– Submit work before it is QAd. Nothing touches production that isn’t of the highest standard.

3. Reflect on team values often

Once your team’s values are clear, they should be reflected on weekly. Team meetings are a great place to do this. This can happen in one of two ways:

a) Choose one value to focus on each week, and discuss how living it out practically went the next week.

b) Team members can choose a value they observed throughout the week, and share where they observed the value.

In closing

Resonating with a group’s principles and values is a powerful force that can either unite or divide new team members. When there is alignment, it creates a strong foundation for collaboration, trust, and shared success. Conversely, misalignment can create a chasm that is seldom overcome. However, with open communication, a willingness to understand different perspectives, and a commitment to finding common ground, it is possible to bridge the gap and foster unity within the team. By recognizing the importance of values alignment, organizations can build strong, cohesive teams that thrive on shared purpose and mutual respect.