People are different. They have different opinions and view on things. It is human nature. Having those people in one group working towards a common goal can prove difficult. They may agree on the vision and goals set before them but rarely will they agree on how to achieve said goal. The person sitting at the helm must have leading high performance teams tactics up his or her sleeve.
As the person at the head, often one will be tempted to play the expert card just o get things moving quickly. However, the head is meant to be the coach and not the expert. He or she is meant to help steer the group not provide solutions. The head is a member of the team first, teamwork should, therefore, be observed.
Rather than push everyone to perform his or her duties, inspire an inner motivation. Do not push but inspire and instill energy and enthusiasm in the mission. Ensure that the members know that their work is important and that they are valuable to your team.
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.
The size of the group factors into the cohesiveness and homogeneity. The first concern is the team chemistry. This is absolutely imperative. The composition of such a group should be based on the chemistry. Some people just do not get along. Such should not be left in a group together because a lot of time will e wasted trying to get them to agree. Try to diversify the composition as much as possible.
Before work commences, at the very first meeting, the team must define a charter. One that will hold the responsibilities of each member. It will clearly outline the vision and mission of the group. The group should collectively develop a guideline for operation. Ensuring full participation and commitment to the charter at this stage sets the pace for the subsequent group interactions.
Long meetings are boring for everyone. Bored minds are not productive minds. Short minds can also be useless if the head does not possess the skills to properly run a meeting. One must ensure participation of every member at each meeting. The head should encourage an equal exchange of ideas. Create a safe environment to get as creative and wild as one wishes.
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.
As the person at the head, often one will be tempted to play the expert card just o get things moving quickly. However, the head is meant to be the coach and not the expert. He or she is meant to help steer the group not provide solutions. The head is a member of the team first, teamwork should, therefore, be observed.
Rather than push everyone to perform his or her duties, inspire an inner motivation. Do not push but inspire and instill energy and enthusiasm in the mission. Ensure that the members know that their work is important and that they are valuable to your team.
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.
The size of the group factors into the cohesiveness and homogeneity. The first concern is the team chemistry. This is absolutely imperative. The composition of such a group should be based on the chemistry. Some people just do not get along. Such should not be left in a group together because a lot of time will e wasted trying to get them to agree. Try to diversify the composition as much as possible.
Before work commences, at the very first meeting, the team must define a charter. One that will hold the responsibilities of each member. It will clearly outline the vision and mission of the group. The group should collectively develop a guideline for operation. Ensuring full participation and commitment to the charter at this stage sets the pace for the subsequent group interactions.
Long meetings are boring for everyone. Bored minds are not productive minds. Short minds can also be useless if the head does not possess the skills to properly run a meeting. One must ensure participation of every member at each meeting. The head should encourage an equal exchange of ideas. Create a safe environment to get as creative and wild as one wishes.
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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