OUTLINE FOR BUILDING A TEAM (A different take…)
Thinking about trying to be a “Leader”, capable of crafting a group of people (your staff) into that “exceptional” working group? It’s not going to happen overnight. It’s going to take effort on your part. It likely will take individual molding and shaping of your staff. And, you will have to be willing to admit that you are “human” and make mistakes yourself.
Are you up for it? If you are, it will be one of those things you will be proud of forever. TEAMS are a special “thing”. I dare you to go for it. In fact, allow me to give you a guide to begin.
1. IT IS CRITICAL THAT YOU UNDERSTAND YOUR BOSS’S EXPECTATIONS OF YOU
AND YOUR DEPARTMENT’S CONTRIBUTION TO THE “TOTAL BUSINESS OF THE
BUSINESS” PERFORMANCE.
2. YOU, THE SUPERVISOR/MANAGER OF 1 OR MORE THAN 1 PERSON, SHOULD BE ABLE TO EXPLAIN, IN VERBAL TERMS, WHAT “GOOD LOOKS LIKE”: THE PERFORMANCE METRICS, AND THE ROLE YOUR DEPARTMENT PLAYS IN THE OVERALL OPERATION.
3. YOU SHOULD THEN BE ABLE TO ARTICULATE/DESCRIBE THE ROLE OF YOUR
DIRECT REPORTS AND HOW THEIR PERFORMANCE IS A CONTRIBUTION TO THE
TOTAL DEPARTMENT’S PERFORMANCE.
4. EACH FULL DEPARTMENT MEETING AND/OR “ONE-ON-ONE” MEETING SHOULD INCLUDE A REPORT-OUT OF INDIVIDUAL PERFORMANCES TOWARD THEIR PERSONAL CONTRIBUTION (which is the same as their contribution toward the department goal.)
5. DISCUSSIONS OF DEPARTMENTAL PERFORMANCE TO EXPECTED DELIVERABLES SHOULD BE SHARED IN A TRUST-BASED CULTURE, CONFLICT-FREE CULTURE.
Team formation will be visible to you and to the rest of this developing team if you model building respect, grow a trust based culture and positively reinforce good performance and squarely hold people accountable to do their job. That’s respecting people and showing how to show respect for their peers.
That’s all.