Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions. Skip to main content. Steps to Building an Effective Team. Consider each employee's ideas as valuable. Remember that there is no such thing as a stupid idea. Be aware of employees' unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.
Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team's higher goals. Be clear when communicating. Be careful to clarify directives.
Encourage trust and cooperation among employees on your team. Remember that the relationships team members establish among themselves are every bit as important as those you establish with them.
As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships. Encourage team members to share information. Another meeting-filled day? Meetings don't have to feel like time-sucks. With these tips and strategies, they can be efficient and productive. And that may sound simple, but it is often one of the greatest challenges that teams, divisions and companies face.
What does success look like? If you were to set up a scoreboard to track success over time, what would it measure? The trouble often starts when leaders start listing five or seven or 11 priorities. Those priorities have to be lined up as carefully as the trajectory of a rocket launch, because even the slightest miscalculation can take a team off-course over time. Another benefit of having a simple plan is that it creates a shared goal that will offset the tendency of people to identify themselves as part of smaller groups.
Think of a football team, for example. In the absence of that simple, shared scoreboard, people will make up their own ways to measure their success, Mr. Nash added. Once you have a simple plan, you have to keep reminding your team of the priorities, even if it can feel repetitive. People often have to hear something a few times before they truly remember it. Marc Cenedella , chief executive of TheLadders. There are certain behaviors that are encouraged and discouraged — like rules of the road — for how everyone is going to try to get along and spend their time.
Pull together a group of people to work on any project, and they will develop a culture of their own, and it will be as unique as the people in the group. As a leader, you can take a laissez-faire approach and hope the team meshes well over time. Or you can look for opportunities to set some shared guidelines for how people will work together. There are no hard and fast rules for developing the cultural values of a team.
In some cases, the founder of a company will issue them to employees. In others, top executives will turn the exercise over to employees to make it a bottom-up effort. The most important thing is for the team or company to live by their stated values, rather than just going through the motions of the exercise, with people earning promotions even though their behavior runs directly counter to the stated rules of the road.
Unfortunately, most of us have worked for at least one bad boss and sometimes many of them over the course of our careers. They often share many of the same bad tendencies. They micro-manage. They see employees only as pawns to help them accomplish their goals. They point fingers rather than owning their mistakes. They dress people down in front of their colleagues. The list goes on and on sigh. Wait for an appropriate break in the employee's work, and seek to understand why the employee did not perform.
Reserve judgment until you've listened to his or her answers. Step 3: Involve. Discuss ideas for potential solutions and approaches. Continue your discussion to identify the root cause for the performance gap focus on performance, not the person.
Solving symptoms is easy and also futile , so ensure you identify the root cause. Then, ask yourself, "What can I do to prevent this in the future? If performance does not improve, your discussion should focus on the team member's ability to keep commitments to you, rather than on the performance problem itself. Step 4: Appreciate. Recognize positive movement or effort in order to encourage continued progress toward the agreed-upon goal.
Look for things they are doing well and reinforce it. Demonstrate your appreciation for who they are, not just what they are doing. Take a FREE on-line assessment to determine how engaging of a leader you are, and receive a real-time feedback report.
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