Case Study - Characteristics of Effective Teams at John Lewis (Unit 9 P2)

John Lewis created a constitution which outlines the purpose, principles and rules of the partnership. This document is used to explain the characteristics of an effective team as it outlines the expectations of all employees and managers in the organisation so have a great influence on the culture and teamwork within the organisation.

Read the constitution.

Sense of Purpose 

Team leaders can develop a shared sense of purpose by defining clear objectives and through open communication. By understanding how individual efforts are aligned with the goals of the team and overall organisation, team members feel more connected to the company mission and become more motivated to try their best.

At John Lewis, the purpose and values of the organisation are written into their constitution. This is a framework of the purpose, principles and rules for operation laid out by the founder, John Spedan Lewis, who believed sharing knowledge, power and profit with employees is the best way to do business. Along with the constitution document distributed to all employees, the purpose can be found throughout all communications from John Lewis.

Prioritisation of Team Goal

When members of a team prioritise the team goals over individual ambitions, they become aligned in their efforts. By working together, they can establish methods to improve efficiency and become more productive as a whole. 

Partners at John Lewis are expected to prioritise the team goal or are encouraged to leave the partnership. In the John Lewis constitution, rule 46 states, ‘Partners are expected to be aware of this Constitution, act in accordance with the Partnership’s purpose, constructively participate in co-ownership and maintain the distinct character of the Partnership, and demonstrate to customers and each other that it is a better way of doing business. Partners who are unable to do so should consider their position in the Partnership.’

Members Have Clear Roles

By establishing clear roles for each member of the team, leaders can ensure that each member understands what is expected of them and of others which improves communication and collaboration, reduces duplicated tasks and improves productivity. 

At John Lewis, videos have been created to provide clarity on all of the different roles within the organisation. This includes a breakdown of the responsibilities of different people and how they fit into their wider departments. See the video gallery here. These are also available on the job advert pages.

Clear Lines of Authority and Decision-Making

A clear leadership structure in teams allocates people responsible for different tasks, who is responsible for different decisions and who is accountable for results. This can support teamwork by making it easier for staff to resolve problems because they know who they can speak to about any issues they encounter.

A clear leadership structure has been established at John Lewis with management roles in many areas such as selling departments, catering, stock replenishment, finance, supply chain and administration. Managers are strongly encouraged to offer support to their teams with their performance being measured by the behaviours of their subordinates. Read more here.

Conflict Dealt With Openly

When working in teams, conflict may arise when there are differing opinions on how to best approach decisions. Effective teams deal with conflict openly through communication and positive relationships to ensure transparency. This reduces feelings of being overlooked which can lower morale.

As part of the constitution at John Lewis, employees are encouraged to share opinions and express criticism even if it risks controversy and to value the contributions of others (see rule 51). It is also stated that employees are free to join a trade union (rule 58) which ensures proper representation should a challenging conflict arise. 

Personal Traits Appreciated and Utilised

Teams are made up of people who each hold different personality traits. All personalities have strengths and limitations and when leaders identify and value traits in members that complement those lacking in others, they can create more cohesive teams and more supportive environments. 

John Lewis has a clear inclusion policy and states on the job vacancy section of their website, “Having a diverse and inclusive culture throughout the business is vital for our future success and that’s why it is at the heart of our ultimate purpose; the happiness of all our Partners.” This illustrates how John Lewis is committed to appreciating and utilising personal traits.

Group Norms Set for Working Together

Group Norms are the agreed rules and guidelines on how team members will conduct themselves and interact with each other. These may be spoken or unspoken rules that make the working environment more predictable when followed. Examples may include punctuality and active listening.

Staff at John Lewis are encouraged to act in a way that aligns with the purpose of the organisation and communicate with customers and colleagues in a way that represents the character of the partnership (rule 46). They are also requested to be enthusiastic about the well-being of others (rule 47) and be honest in all of their dealings (rule 49). 

Success Shared and Celebrated

When the team takes time to recognise and celebrate the successes of the team or individuals in the team, a supportive culture is encouraged. This can strengthen relationships and build camaraderie in the team while motivating them to strive for ambitious goals. 

At John Lewis, rule 52 of the constitution states that employees must encourage each other and give praise and recognition for exceptional effort. Every employee is given the opportunity for an appraisal once a year (rule 59) providing an opportunity to share their successes with their manager and those with the highest level of individual contribution receive additional rewards and recognition (rule 62). 

Trained and Skilled Members

When team members have been supported in developing the skills and knowledge to perform their roles well, they can contribute effectively to overall team goals. Strong team relationships can be developed as highly skilled workers can collaborate more easily. 

John Lewis has stated a commitment to support their employees with both the skills they need for their current position and with skills they may need for their future. Strategies include a range of training opportunities, learning subsidies and a culture where staff are encouraged to push themselves to try new things. Read more about training here. 

Good Interpersonal Relationships

Interpersonal relationships are those which fulfil our personal social needs. When team members' relationships extend beyond professional duties, empathy and open communication is improved which strengthens the team's foundation. 

John Lewis provides facilities and social activities for staff to use where they can foster a sense of community and promote happiness (rules 73 & 74). Through this, John Lewis is providing opportunities to build stronger connections with their team to enhance cohesion and improve working relationships.

All Have the Opportunity to Contribute

When every member of the team is encouraged and empowered to contribute their ideas, skills and experience the whole team benefits. This is through solving problems by using a diverse range of perspectives and increased engagement by making staff feel valued. 

The first rule of the constitution at John Lewis refers to the democratic principles it uses to operate which indicates the promotion of a culture where employees are encouraged to contribute to decision-making. There is also a range of councils in place to gather feedback from staff that can be used to inform strategy. These are The Partnership Council, the Partnership Board and the Chairman.