| Team building is a process, and what I want to do | | | | Instead the team leader must find positive |
| is walk you through some of the things you might | | | | strategies to use to build the team to a more |
| have to deal with, and I will mention a few | | | | mature level of performance. Show the members |
| strategies that might make it easier to handle the | | | | that, as leader, you understand that every person |
| things that go off track with a team sometimes. | | | | on the team brings value to the team. It is the |
| There are four leadership styles when it comes | | | | team leader that has to find that value and grow |
| to working as a leader for a team. First, there is | | | | it. |
| the hand holding style. This is appropriate when | | | | We are all aware of the two leadership types, |
| the team's members are unwilling, unable, or | | | | Theory X and Theory Y. Theory X is the |
| insecure about being members of the team. | | | | autocratic, hard authoritarian that believes |
| Some members will show all three characteristics. | | | | workers are lazy and want to be directed. This |
| A leader has to stay close to these members | | | | leader believes threats are the only way to |
| and be really involved in what they are assigned | | | | extract performance. Researchers find there are |
| to accomplish. | | | | actually very few of these around in reality. |
| Next, there is the influencing leader style of team | | | | The Theory Y leader is just the opposite. This |
| managing. This style is appropriate when the | | | | leader is participative, and supports the team as a |
| members are willing, but unable to accomplish the | | | | group of professionals that will perform when |
| assigned work. The leader has to be present and | | | | they understand what is required. Theory Y |
| giving these members constant guidance to help | | | | leaders have only one drawback; they sometimes |
| them gain confidence. | | | | let the team go too long without supervision. This |
| The participative leader style is next. This style is | | | | is especially true when the team consists of a lot |
| appropriate when the team members are capable, | | | | of professionals (think engineers) that will try to |
| but unwilling, or they might be willing but lack | | | | do what they think is best instead of what the |
| confidence. Here the team leader needs to find | | | | plan calls for. |
| ways to build confidence and challenge the | | | | Team building leaders may run into these barriers. |
| members of the team. | | | | Role conflicts, signaled by confusion about who |
| Delegating is the final leader style we will consider. | | | | should be doing what; this is easily fixed by |
| It is the style the team leader will use when the | | | | written job descriptions. Different priorities and |
| members are willing and able to accomplish the | | | | interests by team members can be addressed by |
| assigned work. All the leader needs do is delegate | | | | posting the priorities, and periodically reviewing |
| the responsibility and for the work and check | | | | them in team meetings. Unclear team objectives |
| periodically to ensure progress. | | | | can be addressed by posting the objectives in the |
| Keep in mind that the members of the team may | | | | team room. |
| change their level of commitment, which may | | | | Competition for team leadership is a fairly |
| necessitate the leader change the approach to | | | | common problem in teams. It is addressed by |
| leading to suit their behavior. Delegating is | | | | getting senior leaders to visit periodically, and |
| extremely difficult for some leaders as it requires | | | | ensuring they endorse the chosen team leader. |
| trust in members to supply the effort to | | | | Communication difficulties are best addressed by |
| accomplish the work. | | | | having a communication matrix included in the |
| Every time a team is established the team will | | | | project management plan. |
| have to go through the four stages of team | | | | The team leader has to be organized, and make |
| development. They will go through forming, | | | | clear the decision matrix. Who speaks for the |
| storming, norming, and performing. It is up to the | | | | team must be understood, and senior |
| team leader to bring the team through the | | | | management must support the team leader. |
| successive stages to the point where they are | | | | Your team building efforts are successful when |
| performing. The team can revert to prior stages | | | | these requirements for success; clear goals, a |
| during the life of the team. It is the team leader | | | | results driven structure, competent team |
| that must sense the change and take appropriate | | | | members, a unified commitment, and a |
| actions to help the team recover. | | | | collaborative climate are in evidence in the team |
| Regardless of the team's stage of development | | | | room. If the members of the team are involved |
| the team leader must understand the members | | | | the team will have a strong bench, improved |
| cannot be beaten into maturity as fear is the | | | | brainstorming, buy-in to the mission, and support |
| least constructive method of dealing with people. | | | | for the team leader will be evident. |