Eval­u­ate sta­tus, suc­cess of team you man­age

Winnipeg Free Press - Section H - - FRONT PAGE - BAR­BARA BOWES

IF you lis­ten care­fully to the ad­ver­tise­ments of any or­ga­ni­za­tion, whether of­fer­ing a prod­uct or ser­vice or at­tempt­ing to at­tract new can­di­dates, nearly ev­ery one es­pouses the im­por­tance of teams in the work­place.

Team­work has be­come such an im­por­tant part of our work cul­ture and an im­por­tant part of how we de­velop our prod­ucts and ser­vices that those team­work skills are a hard soughtafter can­di­date re­quire­ment.

This is es­pe­cially so for se­nior ex­ec­u­tive team lead­ers be­cause in that role, you not only in­flu­ence those teams but you are also a role model. This means that you are able to set goals, in­struct and ed­u­cate, coach, man­age con­flict, ne­go­ti­ate and pro­vide feed­back.

In my view, one of the most crit­i­cal team lead­er­ship skills is be­ing able to di­ag­nose the state of your teams, par­tic­u­larly when you are the newly ap­pointed leader. The fol­low­ing guide­lines will help you to ex­am­ine and eval­u­ate the sta­tus of your teams.

Iden­tify gen­eral team dys­func­tion — Team dys­func­tion is ob­vi­ous. Look for a lack of fo­cus, missed dead­lines, lack of goal at­tain­ment, higher than nor­mal mem­ber turnover, dis­trust among mem­bers and a sense of neg­a­tiv­ity. These are high-level items that can be seen at first glance and are a sig­nal to look more deeply.

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