Pride. Envy. Gluttony. Lust. Anger. Greed. Sloth. You either recognize these as the seven deadly sins or as themes for prime-time television. Nonetheless, you were probably taught as a child that these are bad and you shouldn’t do them. For purposes of this article, do as you were taught and think bad when you commit these similar sins in the workplace.
As leaders, we are continually being introduced to new techniques and theories. Hammer & Champy’s Business Process Re-engineering Model, McKinsey’s 7-S Framework, and Kenichi Ohmae’s 3C’s Strategic Triangle are all examples of strategic models designed to help leaders think about their business in different and innovative ways. What sits on top of all of the models and frameworks, though, are a series of foundational attributes that every leader should possess if he or she is going to have demonstrated, sustained success as a leader.
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Do your project team members show confusion about who is responsible for what aspects of the job? Do their conversations and meetings usually end in heated personal attacks? Or do individual members ever exhibit an “every person for themselves” attitude and refuse to help their teammates? If you answered “yes” to any of these questions, then you’re not alone. Sometimes, a team simply doesn’t “gel.”
Every experienced project manager has certainly experienced challenges in getting their teams to behave like…well, teams. But with organization and guidance you can help your project teams accomplish more and eliminate many of the setbacks and challenges that make teamwork so difficult. Consider the following five strategies for unifying and organizing your teams:
Have you ever had a team that just didn’t gel? That spent more time fighting and finger pointing than getting the job done? That showed confusion as to who was doing what? If so, you’re not alone. Many managers spend precious time refereeing team members when they should be focusing on more productive and profitable endeavors.
Why do some teams simply not get along? One reason could be that managers are seeking a certain “type” of team member, or team members just like themselves, when they should be aiming for a mix of types. For example, a toolbox with only one size or type of screwdriver would be of limited use around the house. Rather, you’d need different types of screwdrivers to tackle the various tasks. The same concept applies to the workplace. Rather than comprise your team of similar people types, you need a mix to get all the jobs done. |
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May 2024
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