In today’s blog I hope, will give practical information to team leading and participation within the team covering subjects such as defining the skills required to complete projects, establishing trust between individuals within the team
For teams to work together and work well with each other, it must be first realised that all teams and the company as a whole, are built from individuals. As individuals we all have many different ways of working and thinking. Every company employee will have ideas, (some will have many and let everyone know that they are their ideas). What we should be doing is pooling ideas for the advancement of the company, which in turn will mean success for everyone involved in the company.
Company creativity and innovation will be best achieved by building creative teams comprised of people from a variety of backgrounds and experiences.
When you work with a team, whether as a leader of a single team or a manager of several you have responsibilities to both the company as well as to the team/teams you work with.
In today’s market, team-working is becoming the preferred practice as traditional hierarchies give way to the flat, multi-skilled methods.
Teamwork is the foundation of all successful management. Managing teams well is a major and stimulating challenge to any manager and also to any member of a team. A true team is a living, constantly changing and dynamic force, in which a number of people come together to work. Team members discuss e.g. (brainstorming ideas), their objectives, assess ideas, make decisions and work towards their targets together.
There is no limit to the potential of a good team. Given an “impossible” task, team members will reinforce each other’s confidence as they seek to turn the “impossible” into reality. The collective ability to innovate is stronger than that of the individual because the combined brain power of a team, however small in number, exceeds that of any one person. By harnessing this power, a team can go beyond simple, useful improvements to achieve real breakthroughs. For example; an engineering companies Maintenance Team, I did work for some years ago wanted to increase their machine’s reliability. They thought it impossible to do but went on to produce a plan that doubled performance by simply planning the maintenance schedule.
To harness and take full advantage of the team-power, the individual brains and personalities involved must be encouraged to collaborate. This process is vital in generating results. Giving stretching goals to a team will encourage it to work collectively and introduce a sense of urgency, potentially eliminating bureaucracy as it concentrates on getting positive results in the shortest possible time. The impact of a single team breakthrough can, by its example, galvanise an entire company.