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Have you ever been part of a team that just couldn’t seem to come together? It sure is frustrating, isn’t it? What eventually happened to the project as a result of the poor team structure? What does it take to create a team with ultimate cohesion?
A while back I set out to host an event that I knew would be extremely beneficial to the intended audience. The only problem I had was that I had never organized such an event before, and had nothing to go off of other than my own passion and drive for the content to be delivered. I knew I couldn’t do it all by myself, I was to consult with a few individuals in order to put all the pieces together. Once I did that, the organization, while still a tough task, came together faster and more efficient than I had imagined. Needless to say, I learned a few things along the way, but the event was a huge success.
Here are four things you can do to ensure the team you create will be strong enough to carry out the task, be able to work together efficiently, and be able to get the job done.
1. You must have a clear vision for the future.
As Stephen R. Covey has said, you have to begin with the end in mind. Make this very clear in the beginning. Give the team a heads up on what you expect the final product to be. You should be able to lay down a blueprint then come back and find a house sitting there where the blueprint was.
2. You will want to select people that share the passion with you.
If you select the right people the first time around, you will have to do less managing once they are on the team. Set out to find team members that can be as equally committed and knowledgable as you are. Ideally, you should be able to lay down a blueprint, then come back and find a house sitting where the blueprint was. Once you have built a successful team, you can focus on being the guiding light. This also doesn’t mean that you just sit back and watch it happen, while you may be the one blazing the trail, truly effective leaders are right there in the fight, getting it done alongside the people.
3. Get them fired up!
Whether you have a great idea, you need to get work done, or you plan to change ten gazillion lives, a certain level of behind the scenes marketing must be done. Market the idea to your potential team. Get them fired up about your plan and they will be sure to deliver.
4. Have a plan for recognition.
Just as you should begin with the end in mind, in that end the last thing you want is for the team to feel unappreciated. Before you begin, think about how your going to finish. And don’t do what every other leader in the organization is doing, you have got to get creative. Appreciate them in a way that they will ultimately remember.
What can you do, or what have you done to ensure your team is a success? You can leave your comment below.
The one thing that I have seen have the most success is to let my team make mistakes and learn from them. They learn more from those moments than anything else I could do.
I agree completely. I do this a lot too, and it can be fun to watch/go through with them.
The one thing that I have seen have the most success is to let my team make mistakes and learn from them. They learn more from those moments than anything else I could do.
I agree completely. I do this a lot too, and it can be fun to watch/go through with them.
Leo, really interesting ideas lo lead a team. I agree with it and believe that recognition is a big deal. More than often leaders have problems delegating tasks. This leaves the team insecure, disappointed and ends up in poor performance and in-satisfaction. Or, even worst, they delegate not equally. This generates lots of internal conflicts.
How would you approach a leader with that issue w/o generating a misunderstood confrontation?
Also (what for me seems the most difficult point: number 2)
How would you go through the process of selection? It’s tough to choose the right people?
Adam what was your experience when gathering this awesome guys to write? What did you look? How?…
Hi, Diego. I looked for a team from different walks of life with one core purpose – they want to help others. Great writing skills and an expertise in each given field has to be a must when doing something like this, but there has to be more than that. There has to be substance and a longing to share valuable information with others in order to see others grow. That is what I wanted this blog to become and I believe that it is happening through these writers.
Right. I guess that having a clear vision of the future and what you are trying to achieve is key for the process.
Thanks. Have a good night,
Diego.
So true. Knowing what you want cuts out a lot of searching in the wrong places. Although it took about 6 months to find the right team, I knew who I wanted after doing some research.
Diego, if I understand you correctly, it sounds you are wondering how to tell a leader his or her leadership style is causing more harm than good? Assuming I understand, I’d ask myself a few things:
1. What are my motives? Am i just ticked or this a real problem
2. Consider his or her perspective. Why could he or she be delegating that way? The goal isn’t to play mind reader but to step out of your shoes for a minute and imagine another point of view.
If your motives are pure, you’ve considered his point of view, then all confrontation is is pointing out a discrepancy. “Jerry, I remember you asked me to handle this part of the presentation but I noticed you gave “Tracy” all of my supporting documents. That confused me and made question what you expect from me. Help me understand. ”
This approach allows you to ask what you need to without putting “Jerry” on the defensive.
Yes, exactly. I think it’s a good approach if needed. Sometimes, specially in the traditional model, you do not feel in the same level to sit down, mostly out of fear to reprimands.
At the end of the day, though it’s just another person, and as you said if we go honest and authentic about an issue it should be “well received”.
Thanks.
Hi Diego, delegation has been my kryptonite. I have gotten better, but not until I got a little more intentional about how to go about it. I believe this is one thing a lot of leaders, even successful ones, struggle with. It can be hard to relinquish control, but that is the best way to get work done. It isn’t until then, that you can begin to make real traction. You cannot do everything, and believe it or not, there are good people at your disposal that can do just as well or better than you.
You asked: ‘How would you approach a leader with that issue w/o generating a misunderstood confrontation?’
I think the best way to approach the leader in this situation without coming off as confrontational is to just show respect. You may be unhappy with how his style of leadership has effected the team, but if you keep your cool you can proceed more effectively. As you proceed, I would avoid making statements. Instead, ask questions. Questions that inspire action. ‘How can I help Tracy with that presentation?’ or ‘What else can I do to make sure this whole project is a success?’ A good question will open up the conversation, put the ball in his court, and will let him/her know that you are interested in being a valuable part of the team.
You asked: ‘How would you go through the process of selection? It’s tough to choose the right people?’
You’re 100% right, it can be tough to choose the right people. It depends what kind of time you have. If you have the time to do some research, like Adam mentioned below, then take the time needed to find who is going to be a good fit. Before you begin your project, you should know what kind of person you need on it, then you can seek out that person. Even if you’re limited on time, it is much better for you to take the time needed to learn about a potential team member before getting them on board. If you just select the next person that breathes because you didn’t make the time to evaluate them, you may end up with a problem down the road that’s going to cost you time/money in the end.
You can consider at least 3 things for potential candidates:
1. Character: Is the person a match for my culture?
2. Talent/Ability: Does the person possess the skills necessary to do the work?
3. Passion/Drive: Are they motivated enough to stay on board with me and help take us where we want to go?
Thanks for asking Diego!
Leo, that’s an amazing response. I will build a team eventually and this has been by far the clearest path to select candidates (which is where I put my thoughts the most).
Thanks.
Diego.
Wow. Love this.
Leo, really interesting ideas lo lead a team. I agree with it and believe that recognition is a big deal. More than often leaders have problems delegating tasks. This leaves the team insecure, disappointed and ends up in poor performance and in-satisfaction. Or, even worst, they delegate not equally. This generates lots of internal conflicts.
How would you approach a leader with that issue w/o generating a misunderstood confrontation?
Also (what for me seems the most difficult point: number 2)
How would you go through the process of selection? It’s tough to choose the right people?
Adam what was your experience when gathering this awesome guys to write? What did you look? How?…
Hi, Diego. I looked for a team from different walks of life with one core purpose – they want to help others. Great writing skills and an expertise in each given field has to be a must when doing something like this, but there has to be more than that. There has to be substance and a longing to share valuable information with others in order to see others grow. That is what I wanted this blog to become and I believe that it is happening through these writers.
Right. I guess that having a clear vision of the future and what you are trying to achieve is key for the process.
Thanks. Have a good night,
Diego.
So true. Knowing what you want cuts out a lot of searching in the wrong places. Although it took about 6 months to find the right team, I knew who I wanted after doing some research.
Diego, if I understand you correctly, it sounds you are wondering how to tell a leader his or her leadership style is causing more harm than good? Assuming I understand, I’d ask myself a few things:
1. What are my motives? Am i just ticked or this a real problem
2. Consider his or her perspective. Why could he or she be delegating that way? The goal isn’t to play mind reader but to step out of your shoes for a minute and imagine another point of view.
If your motives are pure, you’ve considered his point of view, then all confrontation is is pointing out a discrepancy. “Jerry, I remember you asked me to handle this part of the presentation but I noticed you gave “Tracy” all of my supporting documents. That confused me and made question what you expect from me. Help me understand. ”
This approach allows you to ask what you need to without putting “Jerry” on the defensive.
Yes, exactly. I think it’s a good approach if needed. Sometimes, specially in the traditional model, you do not feel in the same level to sit down, mostly out of fear to reprimands.
At the end of the day, though it’s just another person, and as you said if we go honest and authentic about an issue it should be “well received”.
Thanks.
Hi Diego, delegation has been my kryptonite. I have gotten better, but not until I got a little more intentional about how to go about it. I believe this is one thing a lot of leaders, even successful ones, struggle with. It can be hard to relinquish control, but that is the best way to get work done. It isn’t until then, that you can begin to make real traction. You cannot do everything, and believe it or not, there are good people at your disposal that can do just as well or better than you.
You asked: ‘How would you approach a leader with that issue w/o generating a misunderstood confrontation?’
I think the best way to approach the leader in this situation without coming off as confrontational is to just show respect. You may be unhappy with how his style of leadership has effected the team, but if you keep your cool you can proceed more effectively. As you proceed, I would avoid making statements. Instead, ask questions. Questions that inspire action. ‘How can I help Tracy with that presentation?’ or ‘What else can I do to make sure this whole project is a success?’ A good question will open up the conversation, put the ball in his court, and will let him/her know that you are interested in being a valuable part of the team.
You asked: ‘How would you go through the process of selection? It’s tough to choose the right people?’
You’re 100% right, it can be tough to choose the right people. It depends what kind of time you have. If you have the time to do some research, like Adam mentioned below, then take the time needed to find who is going to be a good fit. Before you begin your project, you should know what kind of person you need on it, then you can seek out that person. Even if you’re limited on time, it is much better for you to take the time needed to learn about a potential team member before getting them on board. If you just select the next person that breathes because you didn’t make the time to evaluate them, you may end up with a problem down the road that’s going to cost you time/money in the end.
You can consider at least 3 things for potential candidates:
1. Character: Is the person a match for my culture?
2. Talent/Ability: Does the person possess the skills necessary to do the work?
3. Passion/Drive: Are they motivated enough to stay on board with me and help take us where we want to go?
Thanks for asking Diego!
Leo, that’s an amazing response. I will build a team eventually and this has been by far the clearest path to select candidates (which is where I put my thoughts the most).
Thanks.
Diego.
Wow. Love this.
I always make sure we take the time to establish ground rules for what is acceptable in our team. These don’t have to be hard and rigid.But things like:
1. Keep your word.
2. Listen without interrupting
3.Meet your deadline…etc
By establishing ground rules, we have a way of holding each other accountable and can manage expectations.
Absolutely. Rules are necessary for moving forward more often, rather than moving backwards.
Great list Julia. Establish your expectations up front. Bullet #1A. This is so important.
I always make sure we take the time to establish ground rules for what is acceptable in our team. These don’t have to be hard and rigid.But things like:
1. Keep your word.
2. Listen without interrupting
3.Meet your deadline…etc
By establishing ground rules, we have a way of holding each other accountable and can manage expectations.
Absolutely. Rules are necessary for moving forward more often, rather than moving backwards.
Great list Julia. Establish your expectations up front. Bullet #1A. This is so important.