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Ten Ways to Develop Your Work Team
By Jack Cullen and Len D’Innocenzo,
authors of The Agile Manager’s Guide to Coaching to Maximize Performance
The team of people you manage is not, most likely, self-directed. It’s your responsibility to set and clearly communicate goals and objectives. As the team leader, manager, or coach, you have to set the tone and framework for the team’s focus, and you have to intervene in situations when necessary. |
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The basis of the team should be built on mutual trust and respect. Remember, titles do not earn respect; individuals do.
Let’s take a look at ten elements that are evident in any effective team.
1. Goal Clarity. Members understand team goals and commit themselves to achieving them. If goals are absolutely clear and you’ve gained the commitment of a team member, you have earned the right to reward or confront as needed.
2. Recognition/Cooperation. All team members know the strengths of each of the other members and the contributions they bring to the team. All members cooperate with one another and make their own individual contributions to the group.
3. Trust/Support/Cohesiveness. Members have confidence in one another, and they trust and support each other. They aid other team members when problems arise.
4. Role Clarity. Responsibilities and expectations for each team member are clearly spelled out, communicated, and acknowledged. Responsibilities are openly discussed and questions clarified.
5. Means for Solving Role Conflict. Members know what they are supposed to do. Roles complement one another. If they conflict, members discuss and resolve the situation.
6. Participation/Influence/Feedback. Team members express themselves freely in discussions about the job or task at hand. They are encouraged to participate, and no one discounts ideas. Members recognize the value of open brainstorming.
7. Meeting Effectiveness. Team meetings focus on relevant issues and contribute to the making of sound decisions. Members leave each meeting with a clear understanding of what is expected of them and the team as a whole.
8. Conflict Management. Team members discuss differences of opinion or conflicts openly. Different points of view are discussed until members reach an agreement that makes sense to all members involved. Whenever possible, team members reach a consensus. When that’s not possible, you as the leader must make a decision.
9. Energy/Satisfaction. Members feel a sense of accomplishment and satisfaction for their contributions. People know their jobs and work efficiently to get their tasks completed. People have some fun while they work—they know work is more than an unpleasant means to get the bills paid.
10. What’s important now! The coach or manager keeps members focused on what’s important to be successful now. He or she eliminates unnecessary activities and shelters the team from outside distractions as much as possible.
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The Agile Manager’s Guide to Coaching to Maximize Performance by Jack Cullen and Len D’Innocenzo. 112 pages, 5.5” x 8.5”, trade paper, $9.95. ISBN: 1-58099-016-9. Published by Velocity Business Publishing, Inc.. To order, please call 1-866-260-2055 or visit www.crkinteractive.com.
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