Understanding for yourself and your manager and subordinates just how much information about the work and the proper fit of how the work fits into a larger Goal has to be “just right”. This “just right” is like Goldilocks and the Three Bear – neither “too narrow” nor “too broad”, for either will lead to frustration of the team, manager and you.
People on work teams don’t have to like each other, but they must be expected to help each other with respect to the work being done. What is often seen as ‘personality conflicts’ is really a symptom of poorly defined roles within the work. Define the roles and the personality issues disappear. Allowing the team and you to get your work done, and to stop having to play mediator.
Teams are often surprised that the model has a step before ‘Establish Trust’ (Establish-Trust is Step 2). Very often as Team-Leaders and manager, even team members we skip this first step because we just think that everyone knows it already.
“Come, spend a day with us, and do for us what you did for Japan, that we too may be saved.”
It is not so simple. Few people in top management in America understand their responsibilities and know that they must serve a life term on quality and productivity from now on, under competent leadership.
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.
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
Edmonson also point to exactly what team-building is “Many groups no longer have the time to go off-line for team building activities.” TeamBuilding must now happen in real time with the work teams are tasked with.
Step 4 in building high performance teams is Accountability; accountability to the “how work gets done” accountability of the people on team, the team itself, and the organization to the team. Breeding a commitment to accomplishing the goals/tasks.
The workplace has the capacity to develop paranoia and/or trust. Psychologically when aroused either mechanism in people readily takes over. They magnify and distort the reality that is separate from our perception and experience.
The objectives for this project include;
Team members to have a common language of team development and leadership
Team members to see how personal accountability and team accountability fit into the organizational and project mission, values, and purpose.
Develop skill sets in 1. Effective behaviors of team membership 2. How to develop teams and team goals 3. How to lead those who are in charge of teams.