University of Westminster learns lessons in teamwork : Diagnostic tool plays crucial part in development

Purpose – This paper aims to examine how the estates and facilities department at the University of Westminster went about diagnosing team‐performance strengths and weaknesses, identifying barriers to successful team working and developing and implementing an action plan to address key issues. Design/methodology/approach – The paper draws on the comments of the university's deputy human resources (HR) director, responsible for HR development. Findings – The paper reveals how senior managers were equipped with essential people‐management skills, enabling them to set strategic vision and direction and improve team performance and morale. Team members were helped to understand that they often shared the same problems and were working towards common solutions. It highlights how a new team spirit, of optimism and co‐operation, was generated. Practical implications – The paper reveals how to diagnose, and put right, problems that can impede effective teamwork. Originality/value – The paper highlights the importance of measurable goals, regular reviews and feedback.