The ability to bring a group of people together and have them exist cohesively while allowing each to bring their unique personality and outlook to the table takes special skills. Too often things will get heated and words will be exchanged. As the head of the team, one will experience moments of doubt. They will wonder if their ways are right for the good of the group. There are many moving parts. An arsenal of leading high performance teams tactics should be developed.
As the person at the head, often one will be tempted to play the expert card just o get things moving quickly. However, the head is meant to be the coach and not the expert. He or she is meant to help steer the group not provide solutions. The head is a member of the team first, teamwork should, therefore, be observed.
Imagine waking up every morning with enthusiasm for work. Energy and excitement to get to work with your team again. Now imagine the alternative where the group head literally has to call multiple times before one gets out of bed. The office is dull and the group does not get along very well off work. It is the responsibility of the leader to have the first scenario and not the second. Inspire self-motivation and excitement to work on the common vision.
A group of people where everyone is being honest about their true self will not always be in complete agreement about things. The key to keeping disagreements from turning sour and remaining constructive is to ban personal attacks. To be hard on the problem but respectful of the person. Ensure the members trust each other and value each opinion regardless of who has it.
Large groups can be very difficult to handle. Here are just too many minds and opinions to consider. Keep the group small. Do not make the experts a part of this but only keep them on a consultative basis. Make the group as diverse as possible to ensure a full dimensional approach to problems.
The first meeting should be dedicated to developing a roadmap for operation. What are the ground rules? What are the responsibilities of the members? What will be expected of each of them including the leader? What is the goal and mission of your team? These should be defined in detail. The charter should be developed by the team as a whole with full participation from everyone.
Long meetings are boring for everyone. Bored minds are not productive minds. Short minds can also be useless if the head does not possess the skills to properly run a meeting. One must ensure participation of every member at each meeting. The head should encourage an equal exchange of ideas. Create a safe environment to get as creative and wild as one wishes.
The head of the group should let the members see the human side. Every member of such a team should reveal their vulnerabilities. The weakness of one person could be the strength of another. By sharing disappointments and embarrassments, your group can develop a rapport for holding each other up. Thus a stronger group.
As the person at the head, often one will be tempted to play the expert card just o get things moving quickly. However, the head is meant to be the coach and not the expert. He or she is meant to help steer the group not provide solutions. The head is a member of the team first, teamwork should, therefore, be observed.
Imagine waking up every morning with enthusiasm for work. Energy and excitement to get to work with your team again. Now imagine the alternative where the group head literally has to call multiple times before one gets out of bed. The office is dull and the group does not get along very well off work. It is the responsibility of the leader to have the first scenario and not the second. Inspire self-motivation and excitement to work on the common vision.
A group of people where everyone is being honest about their true self will not always be in complete agreement about things. The key to keeping disagreements from turning sour and remaining constructive is to ban personal attacks. To be hard on the problem but respectful of the person. Ensure the members trust each other and value each opinion regardless of who has it.
Large groups can be very difficult to handle. Here are just too many minds and opinions to consider. Keep the group small. Do not make the experts a part of this but only keep them on a consultative basis. Make the group as diverse as possible to ensure a full dimensional approach to problems.
The first meeting should be dedicated to developing a roadmap for operation. What are the ground rules? What are the responsibilities of the members? What will be expected of each of them including the leader? What is the goal and mission of your team? These should be defined in detail. The charter should be developed by the team as a whole with full participation from everyone.
Long meetings are boring for everyone. Bored minds are not productive minds. Short minds can also be useless if the head does not possess the skills to properly run a meeting. One must ensure participation of every member at each meeting. The head should encourage an equal exchange of ideas. Create a safe environment to get as creative and wild as one wishes.
The head of the group should let the members see the human side. Every member of such a team should reveal their vulnerabilities. The weakness of one person could be the strength of another. By sharing disappointments and embarrassments, your group can develop a rapport for holding each other up. Thus a stronger group.
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