How to Build a Teamwork Culture in Your Organization

• Executive leaders communicate the clear expectation that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions are open and receptive to ideas and input from others on the team. They cross-train other employees, so service to customers is reliable and consistent.
• Executives model teamwork in their interaction with each other and the rest of the organization. They maintain teamwork even when things are going wrong, and the temptation is to slip back into former team unfriendly behavior.

• The organization members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six values.
• Teamwork is rewarded and recognized. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.
• Important stories and folklore that people discuss in the company emphasize teamwork. (Remember the year the capsule team reduced the scrap by 20 percent? Remember when the sales team nailed the biggest sale in company history in only one meeting?) People who do well and are promoted within the company are team players.

• The performance management system places emphasis and value on teamwork.Often 360-degree feedback is integrated into the system. The employees understand that teamwork is the expected interaction in the workplace.

SOURCE:thebalancecareers.com