In the business world, we have all witnessed (and probably more than once) the results of the lack of leadership: listless and confused employees, poor results, cost overruns …
Teamwork is the key, but that does not automatically happen. To create a functional teamwork that every leader should follow, we list here six guidelines, without exceptions:
Trust is a 3-way street:
- You must be able to trust each team member
- They must be able to trust you
- Team members must be able to trust each other
Trust is earned, so prepare the ground for it. You can start with a small team of 2 or 3 people and gradually expand the size and scope of projects.
In his book “Leadership style: a powerful model”, teachers Pierre Casse and Paul Caudel advise leaders to ask these questions before assigning team projects:
- Are you members of my prepared team to perform the task?
- Am I sure they have the skills and experience required?
- Do they understand the purpose and how it fits into our mission as a department or company?
- Are they legit and committed?
- Will they act ethically?
“The leader will have to ensure that team members want to be trained and to assume the risks involved “, said Casse and Claudel. ” According to the amount of competition that each member of the team and show how much the leader can trust him, different degrees of power are delegated”.
You can not expect your team to understand anything about the project without clear communication of objectives and goals. In some cases you have to be a leading hand in hand, participating in the tasks and supervising everything closely. In other will be more convenient to assign a team leader, which will keep up to date on the project. This may sound easy, but communication remains one of the biggest challenges for the leader.
Communication must flow in 3 directions:
- How you convey your message
- How others receive it
- To what extent you listen to what your team members say
Any failure in any of these 3 channels of communication can lead to a disconnect, the even project to failure. So you rush to communication with your team without ensuring details, no clear messages or unfinished a meeting with “All clear? OK, go for it “ will be discouraging your team and ask crucial questions for clarification, which obviously affect the outcome of the project.
Provide sufficient resources and autonomy
Teams fail when members lack the time and resources to complete their task.
Ask yourself how long and how many tangible resources are needed to meet the demands of the project. Then determine whether your team based on experience levels of the members, it requires more or less time to carry it out. Get a view of team members, asking them to honestly assess how long it takes each specific aspect of tasks.
Your goal is to develop a timeline accurate, realistic. As for autonomy, not spy on your computer, or you have an asignad captain or, give members an achievable goal and sufficient to complete autonomy. Monitor progress, but avoid being overly intrusive. You are a leader, not a nanny. Let team members feel skilled enough to embrace responsibilities and enjoy a sense of ownership. Remember, the more you be understandable, the more you can understand your team.
If an employee is uncomfortable with his role on the team, consider the pair with a fellow high performance. This strategy can help increase the confidence of an employee who has not yet achieved self – efficacy – that is the judgment we make ourselves on our ability to successfully complete a task.
The efficacy of the team members affect the decisions you make when working on a task, and your tenacity when setbacks occur. It’s your job as a leader to discover the fears and barriers to employee success, and ease your worries as shyness, poor communication skills, fear of conflict, impatience or potential inequalities.
Accountable to team members
Each team member should remain at the same level of excellence, regardless of training or years of experience. While the specific task of each person will vary, the commitment of all team members to complete the work must be unshakeable.
Members of your team should be rewarded when they cooperate, coordinate and share knowledge with colleagues. And when a team member does not cooperate or complete homework, talk to him in office. The meeting should be private but team members must know that is taking place -and that there are consequences for not meeting your responsibility or work well with others. Don’t be tough as you may demotivate him. Be as you are having a meeting with someone who is part of your family.
Before the end of each meeting, ask each team member to share their ideas on improving performance in the future:
- what would you change?
- What measures could be improved?
- Have there been any unnecessary step?
- Tasks between team members were repeated?
You will be surprised constructive feedback you receive. Employees also appreciate that you value their opinions and suggestions, and you’re willing to make the changes that solidify the team’s efforts in the future.
Adapted from “Seven Disciplines of a Leader” Jeff Wolf. Wolf is the founder and president of Wolf Management Consultants, a consulting firm world – class specializing in helping individuals, teams and organizations achieve maximum efficiency.