The ability to bring a group of people together and have them exist cohesively while allowing each to bring their unique personality and outlook to the table takes special skills. Too often things will get heated and words will be exchanged. As the head of the team, one will experience moments of doubt. They will wonder if their ways are right for the good of the group. There are many moving parts. An arsenal of leading high performance teams tactics should be developed.
The first thing to remember is to be a coach and not the expert. It is possible that one is the leader due to their extensive experience and wealth of knowledge but they should not be a know it all and ban input of others. On should allow themselves to be challenged. This is not to say that they should play down their abilities. They should ensure their credentials right and record of accomplishment straight. This will inspire confidence in the stewardship.
Imagine waking up every morning with enthusiasm for work. Energy and excitement to get to work with your team again. Now imagine the alternative where the group head literally has to call multiple times before one gets out of bed. The office is dull and the group does not get along very well off work. It is the responsibility of the leader to have the first scenario and not the second. Inspire self-motivation and excitement to work on the common vision.
Differences of opinion are inevitable. People who work together closely will often clash due to disagreements. The team leader must ensure to train the members to respect the person despite not agreeing with their opinions. To try as much as possible to see the view and not just dismiss. Respect for a group is paramount. Often the best idea merges two very unlike opinions. There should be no personal attacks in the event of a disagreement.
It is important to keep the team small. A smaller group will get along better. There will be more respect and appreciation in a small group. The more introverted people tend t slip through the cracks in big groups. Regulate the size of the team as much as possible. Do not maintain members who could be held on a consultative basis as opposed to full-time group member.
There is a common thing that group heads like to say- the only rule is no rules. This is a sure way to fail miserably. There should be a well-defined charter. One that is developed by the group as a whole. The charter will have a clear and precise description of the goals and vision. There will be rules of operation. There will also be a concise description of responsibilities and expectations for each member. This way, there will be a structure without stifling creativity and autonomy.
Meeting management is an essential skill. In many cases, some people will dominate the meetings. They do not mean to, their personalities just lead them to talk over others. Ensure full participation of everyone. For example, introduce speed storming. This is a situation where members pair up and try to develop an idea for a problem together. After a few minutes, the partners change up and do the same. Once everyone has interacted with everyone, the ideas can then be presented to the whole group and the floor is left open for discussion.
Sharing the high points and achievements is well and good. However, studies have shown that sharing failures and embarrassments is better for idea development. Laying out vulnerabilities is better for group dynamics.
The first thing to remember is to be a coach and not the expert. It is possible that one is the leader due to their extensive experience and wealth of knowledge but they should not be a know it all and ban input of others. On should allow themselves to be challenged. This is not to say that they should play down their abilities. They should ensure their credentials right and record of accomplishment straight. This will inspire confidence in the stewardship.
Imagine waking up every morning with enthusiasm for work. Energy and excitement to get to work with your team again. Now imagine the alternative where the group head literally has to call multiple times before one gets out of bed. The office is dull and the group does not get along very well off work. It is the responsibility of the leader to have the first scenario and not the second. Inspire self-motivation and excitement to work on the common vision.
Differences of opinion are inevitable. People who work together closely will often clash due to disagreements. The team leader must ensure to train the members to respect the person despite not agreeing with their opinions. To try as much as possible to see the view and not just dismiss. Respect for a group is paramount. Often the best idea merges two very unlike opinions. There should be no personal attacks in the event of a disagreement.
It is important to keep the team small. A smaller group will get along better. There will be more respect and appreciation in a small group. The more introverted people tend t slip through the cracks in big groups. Regulate the size of the team as much as possible. Do not maintain members who could be held on a consultative basis as opposed to full-time group member.
There is a common thing that group heads like to say- the only rule is no rules. This is a sure way to fail miserably. There should be a well-defined charter. One that is developed by the group as a whole. The charter will have a clear and precise description of the goals and vision. There will be rules of operation. There will also be a concise description of responsibilities and expectations for each member. This way, there will be a structure without stifling creativity and autonomy.
Meeting management is an essential skill. In many cases, some people will dominate the meetings. They do not mean to, their personalities just lead them to talk over others. Ensure full participation of everyone. For example, introduce speed storming. This is a situation where members pair up and try to develop an idea for a problem together. After a few minutes, the partners change up and do the same. Once everyone has interacted with everyone, the ideas can then be presented to the whole group and the floor is left open for discussion.
Sharing the high points and achievements is well and good. However, studies have shown that sharing failures and embarrassments is better for idea development. Laying out vulnerabilities is better for group dynamics.
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