Builds cohesive teams of people within the organization; shares wins and success such that each team member feels valuable and appreciated; guides teams to establish and achieve goals.
|Level 1: Basic ||Level 2: Intermediate ||Level 3: Advanced ||Level 4: Expert |
|Can organize people into teams ||Blends people into teams ||Builds cohesive teams of people within the organization, valuing team spirit ||Simultaneously develops and manages numerous productive teams within an organization |
|Acknowledges wins and successes for the team ||Shares wins and successes ||Shares wins and successes such that each team member feels valuable and appreciated ||Enthusiastically broadcasts team’s successes, crediting and honoring the whole group |
|Promotes value of team continuity and cohesiveness ||Promotes and builds team continuity and cohesiveness ||Builds mission-driven, cohesive teams ||Builds mission-driven, cohesive teams that project a team spirit that inspires and motivates departments and organizations |
Overdoing building effective teams
- May not treat others as unique individuals
- May slow down reasonable process by having everything open for debate
- May go too far in not hurting people’s feelings and not making tough decisions
- May not develop individual leaders
- Might not provide take-charge leadership during tough times
To improve your proficiency, ask yourself the following questions on a regular basis:
- Have I clearly communicated the mission of our team to all members?
- Have I established and outlined a workable plan for others to follow?
- How will I broadcast the recent successes of my team?
- Did I recently challenge a team member to experiment with a new way to do something?
- What fun event can I orchestrate right now for the enjoyment of my team members?
- What question(s) can I pose to generate open dialogue when meeting with my team this week?
To avoid overdoing building effective teams, ask yourself:
- Am I allowing too much dialogue in meetings?
- Am I focusing too much on fun and being too concerned with being liked?
- Am I boasting rather than broadcasting real successes?
- Assembling and maintaining productive teams is important. Describe the situation that demonstrates your ability to build a cohesive, productive team(s).
- Part of effective team building is sharing wins and successes, as well as valuing each member of the group. Describe a situation that highlights your skill in this area.
- Effective team building involves establishing and achieving the goals important to the team while ensuring successful cooperation amongst and within the team. Share a situation that describes your ability to achieve this.
Learning on the job
Learning on your own: These self-development remedies will help you build your skill(s).
- Establish a common cause and a shared mindset: Get each team member involved in setting a common vision. Establish stretching goals and measures.
- Create a plan: Once mission, outcomes, and goals are established, map a strategy to achieve them.
- Follow the basic rules of inspiring team members: Communicate to people that what they do is important. Delegate a variety of enriching, challenging assignments, and celebrate successes. Show interest in them and approach mistakes as learning opportunities. Be generous with your thanks.
- Create a climate of innovation and experimentation: Generate a sense of choice and ownership, and encourage short-cycle experiments. Communicate that mistakes are opportunities for learning.
- Work on understanding people without judging them: Invest in your team’s learning, education, and time to think things through. Understanding them is paramount to agreeing with them.
- Focus on common goals, priorities, and problems: Sell the logic of everyone pulling together. Listen patiently to concerns, but reinforce the perspective that the team is needed. Entertain suggestions.
- Build a sense of joy and fun for the team: Incorporate social activities, stress busters, gag awards, and outings to build team cohesiveness. Use and encourage humor, and celebrate successes.
- Take advantage of each person’s unique strengths: Avoid unreasonable exposure to individual weaknesses; guide the team to adapt.
- Allow roles within the team to evolve naturally: Each member of the team needs to play his or her role for the whole team to be effective. One member can play more than one role.
- Learn how to operate effectively and efficiently: Research the common problems that plague teams and the strategies and tactics to overcome them.
Learning from develop-in-place assignments: These part-time develop-in-place assignments will help you build your skill(s).
- Create teams involving your coworkers.
- Manage, teach, or coach a temporary group of inexperienced people.
- Manage a temporary group of resisting people through an unpopular change or project.
- Assemble a team of diverse people to accomplish a difficult task.
- Manage a project team of people who are older and more experienced than you.
Learning more from your plan: These additional remedies will help make this development plan more effective for you.
- Learning to learn better:
- Form a learning network with others working on the same problem. Look for a variety of people, both inside and outside your organization. Give feedback to each other; try new things together; share successes and failures, lessons and learnings.
- Use a tutor to learn something new. Listen, learn, and try new things.
- Examine why you judge people the way you do. List the people you like or dislike and why. Discern what you have in common with them.
- Form an advisory group to help. Assemble a one-time group of people to help solve a significant issue or lay out a plan.
- Envision doing something well in a group. Do envisioning and creativity exercises to come up with ideas.
- Preview a plan with a test audience. Enlist someone in a discussion about the issue or problem you face. Develop a plan as you go.
- Learning from experience, feedback, and other people:
- Use multiple models. Select role models of towering strengths (or glaring weaknesses). Learn from characteristics rather than from the whole person.
- Learn by observing others. Objectively study what these people do.
- Learn from limited staff. Look for ways to bring out the best in others who may lack skills or experience. Motivate by being a positive force, even in negative situations, and by giving feedback. Recognize when to stop trying something and start over.
- Learning from courses:
- Take a supervisory course. Review the common practices of effective supervision.
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Copyright © 1992, 1996, 2001-2003 by Robert W. Eichinger and Michael M. Lombardo. ALL RIGHTS RESERVED. This work is derived from the LEADERSHIP ARCHITECT® Competency Library developed and copyrighted by Robert W. Eichinger and Michael M. Lombardo for Lominger Limited, Inc.
This competency is one in a set of complete functional and behavioral qualities that, when fully realized, can help lead to professional success.