People on Teams MUST have clear lines of accountability and authority. Knowing who does what-by-when within the prescribed standards and limits. People on teams NEED to know what they are individually responsible for and what others expect from them. People on teams NEED to see the connection of the teams, their own, and the organizations goals for the work to be valued.
Teams are made of people, NOT the other way around, and Great Teams are able to increase their leverage of work. An amazing thing happens psychologically when we are on a work team that clicks, that is connected, that flows. To people outside the team work looks easy. All of this Team Process and Skills takes work and that one asshole who joins the team can throw everything off.
Planning Path forces the team to clarify accountabilities of the plan and necessary time-frames coordinating the effort of all the individuals into one system.
What I mean is that what you think are your values that you can use language to frame the understanding, may happen before you even can have the language to explain what your values are! The awareness occurs before you even can think it.
That brings us to this week inquiry; If the direct awareness of what we value occurs before we can create the language to explain these values; how do we know what we value?
Building and Sustaining a team is a requirement of every manager, whether you are a shift manager at a grocery store or a Chief Executive of a bank, the process of building and sustaining an effective team of subordinates is necessary. When consulting & coaching managers one common complaint is Missed Deadlines. In the Developing … Continued
After working with the University of Rochester NY, Simon Graduate School of Business Executive MBA program, I had the absolute joy of working with the Professional MBA Program.
As a team member if you have access to resources and knowledge that may help the team be more successful it is your duty to share that knowledge. The team may decide what and how useful the information is.
This is a major obstacle that stands in the way of development for Management, Leadership and Organizational Development – the pile of ill-defined terms that litter the field (Jaques 1989)
For progress to be made in the science of Human Development & Leadership a clear set of terms and definitions must be shared used and agreed upon.
Working with a group of executives that are all re-starting their academic careers in pursuit of an Executive MBA is a challenge that I welcome. For the 2nd year in a row I have had the honor of facilitating a two day workshop with the Simon Graduate School of Business – University of Rochester Executive MBA program.
Work and adulthood is about pretending you know things you know nothing about as well as the continual fear that one day your boss, subordinates, peers will find out that you are not as smart as you think you are.