Leading with Teams

Posted By John Camardo on Feb 1, 2017 | 0 comments

Now that we have begun a process to refine our ability to lead ourselves and the possessions of others, we then have to figure out how to effectively lead others.

You may be asking – “Do I really need a team anyway? It seems like more work to have to explain and delegateā€¦it costs more, creates challenges, etc.”

Our answer is a resounding “yes!”

Sound advice from long ago still rings true today: “plans fail for lack of counsel, but with many advisors they succeed”.

In short…anything we can do can be made better with others.

Without a high-performing team, an organization is immediately limited by the strengths and weaknesses of the leader. As domain and complexity increase, greater levels of leadership are required as well. To lead other leaders or lead with leaders, it requires and assumes strong teams are in place. But, what is a team exactly?

A team is NOT a group of people connected primarily for:

  • fun,
  • information sharing,
  • related/similar work,
  • causal relationships,
  • or even a group that reports to one person.

We believe a team is a smaller group of like-minded and like-hearted people with a defined and common purpose that can only be achieved through the full commitment and contribution of each member.

Using that definition, are there groups of people you have been treating like a team that aren’t really a team?

We shouldn’t expect or act like a group is a team if they aren’t!

If they ARE a team (they meet the criteria noted above), are you leading them well?

At Global Values, we believe there are six keys to great teams that the leader has to define for the team:

Purpose – why does the team exist?

Plan – what will the team accomplish and why is it important?

Place – where and how does the team fit within the big picture?

People – who is on the team and why?

Performance – what does the team need to deliver, to what degree, what quantity and quality?

Process – how is the team to function? (roles, rules, governance)

A leader of a team has ultimate responsibility to guide, shape and ensure a team understands these six keys.

Lastly, a leader bears the weight of ensuring the right people are on the team.

Only a team that is developed will grow and remain healthy.

This assumes that we are not hiring the wrong people or hiring too quickly. Know who you need and do without until you have the right person. At Global Values, we use four critical areas to assess team members to ensure they are the right person for our team:

Integrity – who they are, what they value/believe, reputation, life story/experience, demonstrated morally sound decision-making, demonstrated maturity

Talent – what they bring to the team; their skills, abilities, experience, gifts

Capacity – what is their potential, desire, future ability?

Fit – chemistry; are they emotionally intelligent, compatibility, embracing the mission, vision, values

Beyond simply understanding these things, we look to provide our clients with a deeper dive into the makeup of their team. Similar to the leadership profile, any of your team members that are assessed through the Workplace Big Five (WPB5) can have their results applied to a number of industry leading team assessment tools (e.g. Lencioni’s Five Dysfunctions of a Team, Tuckman’s Four Stages, capacity for strategy/tactical, innovation vs. efficiency, etc.).

What are you doing to proactively develop leaders – both those who are currently leading and those who are future leaders? Using a sports analogy – how strong is your bench?

What are you pouring into those you lead?

At Global Values, this is where we see the importance of Leading with Values. More on that in my next post!

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