Building a strong team
Recently, a lot has been said about the concept of leadership as leadership of a team, a team. However, very few leaders know how to create a team and effectively manage it.
Once I was invited to a large federal agency to train a group of mid-level managers in team dynamics, as well as to help create work teams in this level.
Before starting the practical classes, I conducted an analysis of the organization in order to understand its structure and work processes. In the course of the analysis, I found that senior management believes that they are very effective in applying the principles of team leadership, but that this is not the case at the middle level. When I spoke with representatives of the middle level of management, they argued that just top-level employees are more in need of training in teamwork. As a result, we expanded the scope of training, covering both the upper and middle levels.
Before creating a team, the leader must have a clear idea of what it is. A team is not just “a group of people working in a certain department under the direction of a certain leader or manager. A team is two or more people who move in close cooperation to a common goal. This definition has two important aspects. First, close interaction requires effective communication. Secondly, team members have a common goal. All of them are working on the same task.
The book of Ecclesiastes 4: 9-12 outlines the benefits of a team:
“Two are better than one, because they have a good reward in their work. For if one falls, the other raises his companion. But woe to one when he falls, and there is no other who would lift him. Also, if two are lying, then it’s warm to them, but one how to keep warm? And if one of them begins to overcome, then two will stand against him. And the thread, twisted three times, will not break soon. ”
From this passage some important principles of the team become clear. Let us dwell on them in more detail.
Two have a higher potential than the sum of the potentials of each separately.If you unite a group of followers, each of which works on a project individually, into a team, then they will work more productively. Two people working in a team are more productive than two people working separately.
The results are better if it is performed as a team.The team is not only able to do moreshe will do it it is better. There are several reasons for this. First of all, people work more conscientiously when colleagues watch them. Secondly, these people have a common goal, and they work harder, because they know that the failure of one will lead to the failure of the others. This is the principle of “one for all, and all for one”, so characteristic of the team. That's why sports team players say: “I don’t care if they trust me or not - I play so that we win.”
Team members are ready to help each other in difficult situations.People working individually in departments or groups in a difficult situation cannot rely on the help of colleagues with the same confidence as in the case when the group functions as a team. Individually working group members often actually act against each other, competing for recognition and success. When a member of such a group has difficulty, other members may be satisfied.
You can always find out that you managed to create a team: your people say "we", not "they"
On the other hand, if a group works as a team, each of its members supports the other, because when one employee fails, it creates difficulties for the whole team. For example, a player who scores a goal in a football match does not score for his own success - he scores for the team. If the strike is unsuccessful, then this is a nuisance for the whole team. Therefore, the midfielders cover it, the center forward strives to conduct the ball in the best possible way, and the person who owns it passes to the player in front of the goal, who is in the best position. The whole team works to ensure that the strike ends with a goal, and this strike brings success to the whole team. This is not so much a competition of players as cooperation.
As a management consultant, I often had the opportunity to observe a lack of unity in organizations and groups - both secular and Christian. Whenever a leader complained to me about the lack of unity in his or her group (organization), I subsequently found out that the members of this group do not work as a team.
Unity arises when a group rallies closely for a common cause. Its members are attached to each other, support, encourage, help, protect, because they recognize the need for each other for its successful completion. To succeed, the team needs each of its members.
It’s not enough for the team to have goals. Every group has them. In order for a group of like-minded people to become a team, they must have overall target. There is a big difference between goals and a common goal. The common goal is the goal of the group: all members are involved in its achievement, they perceive it emotionally and are passionate about it. In other words, this goal becomes their commons.
The common goal is the property of the group. You can always find out that you managed to create a team: your people say “we”, not “they”. Have you noticed how often members of various groups and employees talk about their organizations - “they”? When you hear this, you can conclude that this person does not consider himself a part of the group, but for fruitful work it is necessary. At the same time, team members say “we,” not “they,” because they participate in setting common goals and making decisions.
One of the important differences between a leader is simply groups and leader teams consists in the fact that the first himself sets goals for the group. The second involves the entire team in setting goals. When this happens, the group begins the evolution from individual thinking to group, which is one of the most important factors in the transformation of the group into a team.
Having a goal is one of the main differences between a team and an ordinary group.. If a leader always sets goals himself, then the team will not work out. To create it, he must share part of the authority and decision-making function with his followers. This largely explains why so many leaders are now unable to create a team - they do not want to share power. If you do not want to share power, then do not complain about congestion.
A sense of ownership, perception of a goal as a common property, which is generated by the participation of rank-and-file group members in setting goals, is the most important but still insufficiently realized aspect of team dynamics. While only the leader himself sets goals, his followers lose a little if these goals are not achieved. But when the whole team is involved in setting goals, then its members will do everything possible to achieve them.
When a leader assigns responsibility for setting goals to a team, group thinking is formed. The process of jointly choosing a goal creates a certain climate in which everyone is forced to foresee the results, weigh the pros and cons, advance and concede until a consensus is reached. Group thinking generates more impulses to action than individual.
Even if the leader is able to set a goal and achieve it without the help of the group, participation in this process will double the energy of the group. In addition, several minds are more likely to formulate a good goal than one.
When selecting people for a team, two key questions must be answered. This does not mean that all other questions are not important, but if the correct answers are received for these two, then the rest can be resolved along the way. These are the questions: 1) Are the personal goals of the candidate compatible with the goals of the team? 2)Can a candidate effectively use his abilities to achieve the goals of the team?
If the answers to both questions are negative, then the hopes of this person will not be justified. He or she will experience frustration, which will manifest in the team in the form of conflicts, lack of motivation, resentment and lead to poor quality work.
If you do not want to share power, then do not complain about congestion
After graduating from seminary, Andrew Halstead served as a youth pastor for six years and then received an invitation to work in the same capacity at a large church in Ohio. Andrew wanted to create his own community somewhere in the northwest, but eventually accepted the invitation to become a member of the Ohio pastoral team.
From the very beginning, he and his wife Julia were unhappy with their position. Julia felt that her talents were not needed here, and Andrew felt like just a part of a fast-racing train. He loved working with adults, starting with something very small, and watching how things expand and grow.
But Andrew’s new work meant participating in a long and successful program, and he had practically no opportunity to start anything from scratch. He and Julia quickly realized that they had made a mistake by agreeing to this work, but the church incurred significant expenses for their relocation, helped them settle in a new city, and they felt obligated to stay.
Andrew soon had severe headaches and insomnia. He did not have a heart for this work, and it was difficult for him to go to church every day. He became disillusioned with the pastoral team and struggled with depression. The quality of his work was not higher than the standards adopted in that church, and a year and a half after joining her, he refused to fulfill the instructions of the senior pastor. Andrew and his family moved northwest, found work, and organized a small Bible study group at home. This group grew rapidly, and now Andrew is the senior pastor of the church, which began with his home group, and now is a congregation of seven hundred people.
I recently met Andrew and Julia at lunch. He told me: “You know, Myron, things are going too smoothly. I’m eager to organize a new biblical group and watch how it grows, like my first. ”
Andrew did not succeed in the pastoral team in Ohio, not because he lacked the ability, but because his personal goals were different from the goals of the local team. Andrew's disappointment hurt the whole group. All this could have been avoided if its leader had made sure in advance that the new youth pastor’s personal goals coincide with the goals of the team and that his abilities meet the needs of the team.
Team Leader Role
A leader does not seek to assemble an effective team and entrust it with achieving a certain goal - no good leader can do this. The leader, of course, wants to achieve the goal, but he must work with each team member individually, striving to develop their leadership abilities so that they, in turn, master the ability to create effective teams.
The tasks of the team leader include creating a good working atmosphere, effective planning, accurate assessment of the abilities and capabilities of the whole team and its individual members, the ability to manage time. The leader must be able to be an ordinary member of the team and at the same time assume the main responsibility for its actions. To be a good team leader, you must be a good player.
To successfully work with a team, you must be easily accessible and open. Remember that followers will still discover your weaknesses, whether you are open or not. They will respect you much more if you are frank about your knowledge than if you pretend that you know the answers to all the questions that your followers may have. Do not let them put you on a pedestal.
To be a good team leader, you must be a good player.
If you are a team leader, then your task is to help followers reach their full potential. By doing so, you must help them develop their strengths and overcome their weaknesses. Pay more attention to the first, not the second. Every person has weaknesses, and if the team has weak people, then it is necessary to help its strong members to compensate for their shortcomings. A team is most productive when everyone has the opportunity to work in the area in which he is most powerful. You must help everyone find such an area and reveal its full potential in it.
A team of two or more people together goes to a common goal. A team can do more than the same people individually, and the quality of its work will be higher. Unity around a common goal and its perception as a joint property of the team contribute to greater involvement in the business. Leaders need to know how to build a team.
Individual application of knowledge
1. Are you leading a group of followers or a team?
2. If your group is not a team yet, then what can you do to transform it into a team?
3. Working with people in your group, identify the strengths of each member and make a plan for using them most effectively.
50 signs of a leader
1. A leader is, first of all, a strong character.
2. The leader does not wait for an order - the leader acts on his own.
3. The leader is distinguished from all others by the courage of actions.
4. A leader is usually a leader in everything.
5. A leader is able to lead thousands.
6. The leader has many advisers.
7. Leaders are not born - they become leaders.
8. All people are leaders from birth.
9. At the root of leadership is optimism.
10. The main rival of the leader is himself.
11. Leaders are distinguished by good mood and sober mind.
12. A leader always knows what he wants.
13. The leader loves life.
14. Leaving a leader can cause a breakdown of the organization.
15. The leader is not afraid to destroy in order to build again.
16. The leader, as a rule, is developed not only physically.
17. A leader possesses qualities that are not possessed by those around him.
18. The leader is trying to imitate.
19. The leader knows why he wakes up.
20. The allegations of the leader are not disputed.
21. A leader can be understood only by another leader.
22. Leaders do not fight each other, but cooperate.
23. The leader does not seek to be someone; he always remains himself.
24. The leader is comfortable and alone.
25. Crises and changes for the leader of time - active actions.
26. The main authority for the leader is himself.
27. The leader does not deny other people's opinions; at the expense of them, he substantiates his point of view.
28. There are no difficulties for the leader - there are tasks.
29. The leader manages everything.
30. Even the most ardent loser next to the leader feels successful.
31. A leader always goes only forward.
32. Wanting to be a leader and doing something for this, two different things.
33. Leadership is, first of all, strong-willed decisions.
34. A leader is a person of non-standard views.
35. The leader does not fight - he conquers.
36. The whole team cannot suppress the will of the leader.
37. The mood of the leader creates the mood for everyone around.
38. The leader inspires people to perform feats.
39. The leader's motto: "One warrior in the field."
40. No one and nothing will force the leader to turn astray without his desire.
41. Only death can leave a leader.
42. The leader is the standard of faith.
43. The leader laughs at difficulties.
44. Obstacles in the leader evoke excitement and interest.
45. Even in calm, the leader remains the leader.
46. The leader does not strain - he lives.
47. The life of a leader is always impressive.
48. A leader cannot be created using a template.
49. Leadership wakes up periodically in everyone.
50. There are legends about leaders.