I am sure that we have all been part of successful and unsuccessful teams; therefore we have firsthand experience of the benefits and frustrations that comes along with working with others. Some of our skill development and experiences have occurred through good effective team practises, whilst other experiences have been interpersonal conflicts that are counterproductive to team progress.
Perhaps the greatest challenge for a team member is the struggle and resulting tension that arises from being an individual – with one’s own talents, biases, values, beliefs, interests, and ways of working – versus being a member of a team. Being part of a team requires members to involve others in making important decisions, of course, is to harness the group creativity that comes from an open exchange of ideas and opinions to produce an integrated solution that builds on the best of the individual thinking.
A good leader needs to maintain a balance between fostering diverse thinking and controlling these differences in personalities. Individual commitment in a team is shaped by the organisation’s culture and team management practices. A sign of a successful business or organisation is the combination of high morale combined with the annual profits.
High Performance Coaching and Training believes that good management and leadership practices are very important to establish teams in their early development. Our team effectiveness model consists of the following team characteristics:
1. Task Processes
• A common purpose and set goals, priorities, and task strategies
• Defined tasks with clear authority and responsibilities assigned to team members
2. Social Processes
• Protocols and norms for working together – that is, processes for problem solving, conflict handling, evaluation, inclusion, and so forth
• Clear roles and responsibilities to ensure that team members talents are fully utilized
• Committed leaders and members who are willing to pull their share and exert extra effort to ensure that the tasks are completed on schedule.
We recommend that team-building efforts begin with the team defining their purpose and goals, followed by roles and responsibilities, and then norms and protocols. As the team develops and works together, commitment and motivation should naturally follow. Later on, the team management practices may become second nature to the high performance team and may even go unnoticed and unappreciated. However, establishing these practices up front can ensure that the team gets off to a good start.
High Performance Coaching and Training have leadership and team building programs available to assist your leaders and teams. We also have a FREE E-book – 9 Critical Conversations with Teams on our website for you to download and to implement the strategies into your business.
If you have any further questions around leadership and team development just give our office a call or send through an enquiry form for us to give you a call back
I hope you enjoyed this article
Lee Stem PCC
Leadership and Performance Coach and Trainer
High Performance Coaching and Training