9 steps to build (and lead) a successful team

Success, say the experts, depends as much on how as on who .  Building a successful team goes far beyond simply hiring a list of highly qualified people.

The most effective teams share certain characteristics and modes of operation, including strong communication, a culture of support and collaboration, and clearly defined roles and objectives.  Whether you’re leading a new team or trying to motivate your team to cross the finish line, here are nine essential steps to building and leading a great team.

1. Clearly communicate objectives and processes

Set goals at the team and individual levels and discuss them continuously.  ‘There has to be communication and interaction between the leader and the team to make sure everyone is on board,’ says Jasmine Hu, Associate Professor of Management at the Fisher College of Business at Ohio State University.  ‘Everyone needs to understand what the goals are, how everyone’s goals fit into the overall goals, and what each team member can do to achieve the overall goals. ‘  This structure helps the team succeed.

2. … But be prepared to evolve

In a well-functioning team, objectives and processes are flexible as circumstances change, notes Hu.  “They should change all the time,” she says.  “It is important that everyone has the right and the place to make adjustments along the way”.

3. Stay connected

Building relationships builds trust and understanding.  “You build a relationship with your team through daily interactions, tasks and socially,” says Hu.  “You get to know them as a person, so you understand their needs.”

4. Let initiatives fail

People need to feel that they can express themselves, disagree and make mistakes.  This is known as «psychological security», and Google’s research has revealed that this is the most important common feature among high-performing teams.  This is vital for any team, but especially for creative teams that are developing something new.

To cultivate psychological security, leaders must examine their own attitude to failure and how they plan it, says Hu.  Emphasize in verbal communication and actions that errors are not only tolerated, but are seen as a necessary step towards improvement.

5. Recognize your own mistakes

Part of the culture of psychological security is to have leadership that openly talks about their missteps.  It is powerful to see leaders not only waste, but also recognize their failures, says Hu.  “The team feels more comfortable with humanized leaders and feels courageous enough to speak out,” she says.

6. Know (and demonstrate) the value of the team’s work

The feeling that what you do every day has an impact – for the company or the world – is a powerful motivator.  Researchers call this ‘prosocial motivation’ and it can be cultivated. Hu cites a Volvo program as an example.  The company invited customers who had survived an accident through the design of their car to meet the engineers who had carried out the work.  It was a fascinating interaction for engineers, who otherwise could not see the effect of their daily tasks on people’s lives.

7. Be reliable

Team members must be able to count on each other to succeed, so that the team can move faster and further.  “The team has to help each other,” Hu says.  Leadership can once again lead the way; Hu says team members will gradually learn and imitate the leader’s behaviour.  Even having one or two reliable teammates will change the culture of a team over time, says Hu.

8. Celebrate Victories

Celebrate success within the team.  Consider promoting the team’s accomplishments not as a brag but by helping them get the resources they need to continue to succeed.

9. Adapt to your team

The expectations of a leader, in particular, can trip a team, Hu’s research showed.  If your team expects an authoritative type and you are a born collaborator, the team may not feel you are effective.  You will need to change your behaviour to meet the needs of your team.  A more humble leader may need to promote the work of his or her group.  A more outgoing leader may need to focus on listening.

Source : www.qapa.fr
Crédits photo : fr.freepik.com

Storytelling: the key to future leadership

  • Storytelling: the key to future leadership

Storytelling, which abounds in our personal sphere, could be the key to training leaders who will inspire their employees in the professional sphere.

Stories shape our lives and by extension our interpersonal relationships. Narrative patterns are an integral part of our development as human beings. Understanding how these stories inspire us, as a person, is the key to using them, as a leader, to inspire our employees in the same way and to include them in a joint enterprise project.

continue reading

Be a good leader in the agile era

  • Be a good leader in the agile era

The face and workings of traditional businesses are changing. This is due to the impact of new technologies on their business models.

To seize the opportunities of this transformation, today’s leaders must adapt and acquire the skills necessary for organizational success in the digital age. For companies, the stakes could not be higher: according to the latest research results, organizations with the best digital leadership skills exceed the performance of less well-off organizations by 50%. To be competitive, businesses need leaders who can quickly adopt a new mindset and adapt to changes in the external environment to deliver positive results.

continue reading

Senior Executives: facing changes at work and Covid-19, stay agile!

  • Senior Executives: facing changes at work and Covid-19, stay agile!

Digitalisation, outsourcing, new organizational models: in the face of changes in work and after the Covid-19 crisis, how can senior executives approach their second career? It will be all about agility.

If you were born before 1975, you are officially a “senior”. But be careful not to look like a disengaged quinqua! Because prejudice remains. Age remains the first criterion of discrimination in hiring and in the company. Even for executives.

continue reading

Alphée: accountable charter for consulting companies

  • Alphée: accountable charter for consulting companies

Covid-19 pandemic: under the aegis of Syntec Conseil, Alphée demonstrates its commitment and solidarity by signing the Charter of the Chief Executive Officer of Consulting Companies

In the unprecedented and exceptional circumstances that they are going through to deal with the COVID-19 pandemic, virtually all the actors of the French society and economy are seeing their functioning disrupted and their activity drastically drop. Although their organizational agility allowed them to reconfigure immediately in the context of widespread containment to maintain a high level of service and availability to their customers, consulting companies are not spared this state of affairs.

continue reading