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.
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.
Sharing the high points and achievements is well and good. However, studies have shown that sharing failures and embarrassments is better for idea development. Laying out vulnerabilities is better for group dynamics.
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.
Sharing the high points and achievements is well and good. However, studies have shown that sharing failures and embarrassments is better for idea development. Laying out vulnerabilities is better for group dynamics.
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