If you drive a team, you know that a high-performance travel is in progress. This is a rare team that achieves high performance and remains there. In business, whether or not driving a team within an organization or leading my own company, it was unusual to keep the same team together for more than a year. Team members come and go, based on the organization's needs and their own careers. And every time a team member changes, the team needs to group and re-direct.
What is the Team Leader? From the beginning, focus on the seven features of a highly performing team (what to call Total Team in NetSpeed Leadership):
Shared Goal and Management
In a high-performance team all members of the team are committed to the goal of the team. They know exactly what this goal is, as the team leader has constantly communicated this goal through team meetings and regular updates. The team leader helps each team member to meet their new or own needs while serving the team's overall goals.
Team Leader ensures that all team members clearly set goals and goals. In some organizations strategic goals and county goals are determined by top management. In this case, the team leader will ensure that these goals are clearly discussed. Team members should understand how their work supports the achievement of the goals set and, where possible, develop specific goals and action plans that determine how they contribute to the success of the organization.
Commitment to Individuals and Team Roles
At Total Team, team members clearly define their expectations but understand that all their roles are related to every other role. Team leaders will ensure that team members build other tasks in a comprehensive way so everyone can support each other if necessary. The team leader ensures that the individual job requirements are met while developing a common language, processes and approaches that enable them to function as a team
In the best teams, team members solve problems, communicate and constantly update the team leader about current challenges or problems. For low power teams, communication is one-way (from team leader to team members) or bidirectional (between team leader and individuals). Qualified managers focus on developing multidirectional communication, avoiding the trap of communication with members of the team.
The Right to Decide or to Act
There is no doubt that new troops must seek this authority, demonstrating their understanding of the team's purpose, processes and priorities. However, effective team leaders strive to guide team achievements to team members. Team members know when and when they will get approval for decisions and at best they will be able to make on-site decisions when the customer faces. For low-power teams, team members will be permanently approved before taking action, significantly reducing their effectiveness and adversely affecting their team's commitment.
Drawing on Different Talents
Favorite team leaders pay attention to team help, members understand their unique strength, talent, and weaknesses. No team members can be all good at all. The best team leaders help everyone to appreciate individual style differences, natural gifts, and personal experiences. Groups are encouraged to use the language of acceptance and recognition rather than criticism and judgment. Team leaders consciously hire team members who bring complementary skills, unique experience and a diverse perspective.
Mutual support and trust
The seventh feature may be the most important, and frankly, perhaps the most amazing. The team leader can not force a team's support and confidence – this is a natural result of shared responsibility, mutual success and mutual respect. The high performance team gets mutual support and confidence as they have worked together in their history to achieve great dreams and achievements. They have encountered challenges, overcoming obstacles, supporting each other in good times and bad. Total Team Acquired Confidence
High-performance team building is not a simple task. However, if you are a team leader who meets the challenge, you will consciously focus on developing these seven features. Bring them to the next team meeting and ask the team members to evaluate them. How do you know if all of these features are present or missing on your team? What is the team who is willing to develop these seven features? Then ask your teammates to take 3-5 specific actions in the next 60 days. Review these commitments regularly and see what's developing. I guarantee a rewarding journey for high performance.
Source by sbobet