Team performance is only as good as its leadership. Bennis (1989) posited four competencies as evidence in that respect: management of attention; management of meaning; management of trust; and management of self. Management of attention shows that the leader has the ability to draw others into the concept or vision of the organization. Management of meaning means to execute that vision so that there is comprehension of the requirements. Management of trust requires the leader to be consistent in their authority and show authenticity. Lastly, management of self is the leader's response to transparency and self-efficacy.
In communicating these measures to team members a leader must make sure that directives are clearly given and all involved are motivated and engaged. According to Maccoby (2010), motivating the team to effectiveness involves 4R's of motivation: responsibilities; relationships; rewards; and reasons. Placing individuals in assigned tasks are responsibilities. Positive interaction with others are relationships. Appreciation and recognition for exemplary work are rewards. Finally, motivators to perform the tasks are rewards.
Bennis, W.(1989). Why leaders can't lead. Training & Development Journal. April,35-39.
Maccoby, M.(2010). The human side: The 4R's of motivation. Research-Technology Management. July/August,1-2.
I have recently been promoted to a new management position. I have continued to work closely with the same people I have been. I have taken the steps to increase communication among everyone and we all work together wonderfully. I have also taken the step towards recognizing each person for the great job that they do everyday. It is also important to make sure everyone undertands the goals we are trying to reach and why we are trying to reach that specific goal. Any changes that I would make or corrective practices would be done on either a one on one basis because I have people that work different schedules or I would find a time to have a meeting to role out new things.
As a team leader, I would not make it my sole responsibility to correct these issues, instead, I would acknoledge with the team that there is an issue and allow them an opportunity to voice their input to collaborate (while acting as a guide/mediator) to resolve/find a resolution.
From past experience and being the new leader on the block, I knew that in a short period of time I must get all of my program instructors on board with my expectations and goal so that I can gain their respect in order to move in the direction for improvement. Open communication is a powerful tool for everyone if used in a productive manner to achieve the effectiveness and effeciency of the end result. I must admit it worked perfectly and everyone of my program instructors are successfully moving in a positive direction to meet expectations and goal for their individual programs.
Hi John,
Clearly communicating--and agreeing on--expectations is a critical first step for any strong leader and his or her team.
The leader must then take an extra step and ensure that the expectations are realistic. For example, don't just ask for a 10% increase. Rather, work with your team to create a detailed plan and forecast that clearly supports the desired outcomes.
Budget what you can do, not what you want to do.
Best Regards,
Greg
Make your expectations clear up front long term and short term goals. At meatings ask to see if anyone needs assistance or concerns with projects.
Outside groupwork has always work to reuite us and bring everyone together and talk about more then just work topics. We go to events that encourage us to be open and honest with one another which releives our stresses we may have had in an work enviroment. It is a great team builder.
Some topics are discussed in Team Meetings at length, other topics are just thrown out for later discussion in the next meeting allowing think time and open discusion between the individuals in the group. It makes for some interesting questions and answers.
I like to ask them to come prepared with an answer to their questions or at least an idea.
I agree with Lee. Forcing teams to be together longer or in off hours can breed hostility. In many teams that I have been a part of, the break allows for the team to put some of the ideas and implementations to resonate with in themselves.
Along the same lines, having too many meetings are also counterproductive. Space, to a point, needs to be given to make any team stronger.
When monitoring teams I found there was much conflict due to different time constraints of members. I found that to help resolve this was to have members establish a form of better communication. One that did not depend on all members being present at one time. I found that discussion boards are very effective in communication.
Open communication lines must remain open to acheive goals effectively and effeciently.
The hardest thing I found and maybe you can help with this is having students take the leadership role. No one wants to be a team leader. I found that adding some incentives allows students to come forward. Any other tactics?
Brandon,
I agree. Although corrective measures are a necessary evil, a thorough and complete explanation of the objectives at hand and quick movement forward, within a culture of accountability, will help a leader avoid many problems.
As you have stated, when a leader is rolling out a new initiative he should spend more time on the why, rather than the what.
Regards,
Greg
I find that instead of many corrective measures the best way to manage the progress of a team is to properly set the expectations. Being very clear and consistent in what needs to happen and why it must be done (as well as why it is done in the manner you/the team desires) helps to illuminate most problems and ensure that everyone understands what the goals are and what to do.
I believe that early in the process a good team leader will clearly lay out goals and deadlines and assign tasks to the individual team members. Also, effectively communicating to the team what you expect for a result will also help your team members. Starting off on the right foot greatly reduces lost time/production down the road by avoiding team members trying to figure out exactly what they should be doing. You don't want to micromanage, just offer direction/guidance.
Hi Jon,
In theory I agree with your point, however, from a personal experience standpoint, I totally disagree with you. Previously, I was employed with a company that had "voluntary" team building activities offsite. It was voluntary as long as you wanted to remain employed there. Anyway, that set the stage and spiraled down even further down the tubes with the formation of cliques and a continued references back to topics of work after hours. It was in a sense, an extension of the office. Plus, the idea of white water rafting and trusting coworkers with my life who, in all honesty, I didn't trust in the office, did not thrill me too much. This initiative lasted for approximately nine months and was finally and mercifully ended after a broken arm to the owner in a team building exercise. Well, the owner took one for the team and gave up. Ironically, the office got along better after the activities ended. Maybe the ends justify the means.
Kind Regards,
Lee
Hi Jon,
Great idea. Getting the team together in a more casual environment or for a group activity in or around the office can help them bond.
You have to be careful not to force these activities. Help them evolve in a more natural way and understand that some teams take to it better than others.
Let me know if you have any other concepts that have worked for you.
Hi Lee,
You are correct. Communication is key and, as you have pointed out, it must move openly in all directions.
Although the team must respect the leader and the decision-making authority that comes with the position, all members should feel very comfortable apporaching the leader on appropriate topics.
Peer-to-peer communication is also very important. This critical form of communication is only achieved when team members understand the common short-term objectives and long-term goals.
Hi James,
Good points. To begin with, everyone has to understand and agree on the objectives. Then you need to agree on the type of measurement and track progress on a regular basis. This will help you identify the peak performers and those team members with development opportunities.
One way that I help to build my team is through group activities at work and outside of work. All team memebers do not have to be best friends but they have to be able to work together and respect each other and the abilities they each bring to the table or the team.
I believe one of the first corrective measures would have to be to establish solid and fluid lines of communication flowing up and down the various levels of hierachy. Only after this is successfully done, can improved team performance begin to be contemplated. I am anxious to hear your thoughts.
Kind Regards,
Dr. R. Lee Viar IV
I believe that a good team leader must know the objectives that need to be accomplished. Once this has been decided then the team leader must identify within his/her self as to whether or not they can meet the objectives in a fair and impartial manner. Then, they must know where the strengths and weaknesses are within the team. If change is needed then change must be made at that point. We do not need a time manager if we already have five (5) time mangers on the team. This is not our weakness. We must identify the individual strenghts and then assign accordingly. Once you have identified tasks based on strenght, then you open communication to the team is condusive to success.
