A team is a group of people who performs interdependent tasks to work towards a common mission.
Understanding the many interrelationships that exist between organizational units and processes, and the impact of these relationships on quality, productivity, and cost, make the value of teams apparent.
The team building process helps an organization change and begin working in different ways. If decisions are made in a multidisciplinary way, the team will consider a broader perspective and will be likely to better address problems.
There are different types of teams and their purposes. They differ according to the number of members, the range and complexity of skills required, the forms of leadership used, the frequency of working together, and the total time spent working together.
They may take different names in different industries or organizations, there are about eight types of teams; process improvement, self-managed, work groups, cellular, special project, virtual teams and a combination of two or more teams.
The management normally selects the team leader. Team members may be selected by either the management or the team leader. The team leader or the management should identify the competence needed. Competence may comprise factors such as, knowledge, experience, skills, aptitude and attitude.
Frequently a team must function in parallel with day-to-day assigned work and with the members not being relived of responsibility for the regularly assigned work. This, of course places a burden and stress on the team members.
The day-to-day work and the work of the team must both be conducted effectively. Not being able to be in two places at one time calls for innovative time management, conflict resolution, and negotiation skills.
Superb team performance begins with selecting one or two goals. Focusing on these vital few goals is the foundational principle of execution. Without it, your team will get lost in the raging pressure of day-to-day operations.
Many teams have multiple goals-sometimes dozens, all of which are priority one. Of course, that means that nothing is priority one. When you work on that many goals, you actually work on none of them, because the amount of energy you can put into each one is so small, it’s meaningless.
A high performing organization is the Holy Grail. Seventy-nine percent of executives rate performance management as a top priority, an organization where team members, team leaders, and organizational leaders run like a finely tuned engine in a high-performance sports car.
For many organizations interested in having a culture inclusive of ongoing performance coaching, the journey begins with team leaders-the ‘ground-level’ leaders closest to team members’ work.
Team members are not just on the receiving end of positive behaviors like coaching, autonomy, recognition, and a focus on accelerating performance; in many ways, they are the driving force behind these changes in organizations.
By definition, team members and team leaders “look up” to the organization’s leaders to see if they are role modeling the behaviors aligned to the organization’s goals.
Today’s organizations are now often organized around networks and ecosystems: teams are agile and temporary, data and analytics are major drivers of success, and leaders are closer to the customer than ever before.
As a result, leaders must now drive change through their reputation rather than their title, their ability to empower people rather than manage them, their willingness to experiment and fail rather than their past successes, and their focus on developing people and their teams rather than having people and teams serve them.
As a leader, your role in execution is to get results-and that happens through other people. To achieve success, your actions need to support their needs.
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