Teams
Good managers have always fostered teamwork. But highly
effective leaders are now showing the performance power of
building a team-based organization. Where teams have
been effectively organized and led, the list of team
outcomes have led to dramatic improvements in productivity,
customer service, quality, process management, innovation,
cost effectiveness, job satisfaction, morale, and financial
performance.
Managers' growing understanding of the power of a
team-based organization has created a teams explosion. But
many so-called teams, aren't. They're groups, committees,
task forces, or councils. Managers are often confused by
teamwork, "teaminess," or team spirit. They don't realize
that groups can have a team spirit and show some teamwork,
but still not be a true team.
Why Many Groups Aren't Teams:
- Lack of shared vision and objectives.
- Ineffective meeting/decision processes.
- Infrequent/ineffective
meetings/communication.
- Unclear expectations of each other.
- Fuzzy roles and goals.
- Misaligned structure/systems/processes.
- Priority overload and tyranny of the
urgent.
- Operations-improvement imbalance.
- Weak feedback and learning loops.
Team Effectiveness Framework:
- Where are we going (our vision)?
- How will we work together (our values)?
- Why do we exist (our purpose)?
- Whom do we serve?
- What is expected of us?
- What are our performance gaps?
- What are our goals and priorities?
- What's our implementation/improvement plan?
- What skills/processes do we need to develop?
- What support is available?
- How will we track our performance?
- How/when will we review, assess, celebrate, and
refocus?
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