In crisis team leadership bends towards short-term specification of “just do it!” The concept of coaching & development is lost in the need do it, do it fast, do it my way.
Team norms that develop during a crisis are likely to be dysfunctional during periods of stability.
This change in team composition broke the inertia – stuckness that team and team leader had been unable to resolve.
A crisis demands action and provides clear direction for that action. In stability the tasks of the management team are ambiguous.
Strong directive leadership frequently is required in a crisis. Once stability is achieved a more cooperative style is useful.
These questions have supported the team to better understand what each person can offer and need from the team.
Change and solutions happen through many people making small changes constantly.
You don’t have to see your view of progress for progress to happen.
It was a great 2 days of consulting & team development, plus being in the Middle East was an amazing experience. The team leaders & managers of Zain Telecommunications impressed me with their knowledge, ability to find connections of the team building with their work, plus ability to laugh while taking themselves seriously.
Goals are examples of what will be happening, what the teams interactions and lives will be like when the complaint (problem) is absent / the goal is achieved.