People are different. They have different opinions and view on things. It is human nature. Having those people in one group working towards a common goal can prove difficult. They may agree on the vision and goals set before them but rarely will they agree on how to achieve said goal. The person sitting at the helm must have leading high performance teams tactics up his or her sleeve.
The first thing to remember is to be a coach and not the expert. It is possible that one is the leader due to their extensive experience and wealth of knowledge but they should not be a know it all and ban input of others. On should allow themselves to be challenged. This is not to say that they should play down their abilities. They should ensure their credentials right and record of accomplishment straight. This will inspire confidence in the stewardship.
People who are self-motivated are more productive than those who lack excitement for their work. Everyone wants to feel important. As the leader, one should ensure every member knows his or her worth. Inspire energy and enthusiasm for the job. If this is done right, there will be no need to push for development of ideas and meeting deadlines.
In a group of smart people, there are bound to be disagreements. There will often be differences of opinion. This is a good group. A group that does not disagree is not reaching the potential. There is no way that people can agree on everything every day. The key is to promote cooperation. To instill trust and value for an opinion. As the head, one should ensure that respect reigns even in the face of disagreement.
It is important to keep the team small. A smaller group will get along better. There will be more respect and appreciation in a small group. The more introverted people tend t slip through the cracks in big groups. Regulate the size of the team as much as possible. Do not maintain members who could be held on a consultative basis as opposed to full-time group member.
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.
Meeting management is an essential skill. In many cases, some people will dominate the meetings. They do not mean to, their personalities just lead them to talk over others. Ensure full participation of everyone. For example, introduce speed storming. This is a situation where members pair up and try to develop an idea for a problem together. After a few minutes, the partners change up and do the same. Once everyone has interacted with everyone, the ideas can then be presented to the whole group and the floor is left open for discussion.
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.
The first thing to remember is to be a coach and not the expert. It is possible that one is the leader due to their extensive experience and wealth of knowledge but they should not be a know it all and ban input of others. On should allow themselves to be challenged. This is not to say that they should play down their abilities. They should ensure their credentials right and record of accomplishment straight. This will inspire confidence in the stewardship.
People who are self-motivated are more productive than those who lack excitement for their work. Everyone wants to feel important. As the leader, one should ensure every member knows his or her worth. Inspire energy and enthusiasm for the job. If this is done right, there will be no need to push for development of ideas and meeting deadlines.
In a group of smart people, there are bound to be disagreements. There will often be differences of opinion. This is a good group. A group that does not disagree is not reaching the potential. There is no way that people can agree on everything every day. The key is to promote cooperation. To instill trust and value for an opinion. As the head, one should ensure that respect reigns even in the face of disagreement.
It is important to keep the team small. A smaller group will get along better. There will be more respect and appreciation in a small group. The more introverted people tend t slip through the cracks in big groups. Regulate the size of the team as much as possible. Do not maintain members who could be held on a consultative basis as opposed to full-time group member.
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.
Meeting management is an essential skill. In many cases, some people will dominate the meetings. They do not mean to, their personalities just lead them to talk over others. Ensure full participation of everyone. For example, introduce speed storming. This is a situation where members pair up and try to develop an idea for a problem together. After a few minutes, the partners change up and do the same. Once everyone has interacted with everyone, the ideas can then be presented to the whole group and the floor is left open for discussion.
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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