To create an effective team, you have to improve your ability to manage people. Here are some helpful tips. As a leader, one of your challenges is to bring together a team of professionals capable of working in groups. But how do you create this effective team?
Every day, leaders ask me for the secret to organizing a high-performance work team that can bring their company's vision and projects to success. Identifying key skills and defining objectives according to common rules is meticulous work.
Thus, this implies three key elements:
1 - The group of collaborators: each employee individually brings their personality and skills to the team to make it efficient in order to successfully achieve the final goal. Thus, creating a balanced group allows for the emergence of a team spirit. Their understanding and cooperation are essential.
2 - The structure of your team: The head of a team is often a "team leader", a manager. He is responsible for the distribution of tasks according to the members of his team. Each member is then autonomous in carrying out his work. However, everyone is responsible for the overall success of the project.
3 - The common objective or strategic vision: even if the project is a professional project, the common objective cannot be achieved without taking individuals into account. This is why each member of the group must be in agreement with the objectives sought and have a common interest. This guarantees the commitment of your employees.
In general, you must define simple rules for all employees to follow. Precise limits will have to be established so that everyone can know what is tolerated and what should be prohibited. In addition, meetings should be held at regular intervals in order to define objectives. These must be quantified precisely so as not to leave room for interpretations that will be considered differently between several people.
So, if as a manager, you have decided to set up weekly meetings, be sure to coordinate them every week. Force yourself to play by your own rules.
Employees should know simple things:
- What is tolerated and what is not in their work
- Any tasks they have to perform and the degree of urgency of these
- Special cases for which you absolutely want to be notified
- How to contact you in an emergency
It would be a mistake to have a linear management style, whatever the situation. The manager must be able to adapt his management according to the context, his interlocutors, etc. in order to maintain the fixed course. Different styles of leadership are available to him:
- Directive: focused on a mode that gives the manager maximum power. Very little - if any - room for maneuver is left to employees. Can be interesting in times of crisis, for example, but generates a lot of uneasiness in the teams.
- Persuasive: strong involvement of the manager in decision-making while keeping a human side in management.
- Delegative: wide room for maneuver left to employees who are regularly consulted for advice and decision-making and strongly involved in the life of the team and the organization. The objectives are, however, very results-oriented. To be effective, the manager must delegate the right task to the right person.
- Participatory: Employees are largely involved in the life of the team, especially with regard to decision-making which is taken transversally.
Motivation is the key to improving productivity. Faced with the challenges, the team will have to develop mutual aid and promote communication; under these conditions, cohesion can then emerge. To achieve such a result, the manager can set up new projects or team building activities, conducive to team cohesion. It is also important to recognize the efforts and commitment made individually and collectively. Well-organized teams will help lead the company on the path to success.
The further your team is from you, the more communication tends to become scarce.
In fact, it's when your team is far away that you need to communicate the most. You must be presenting as much as possible. This presence cannot be done physically; it can be done via telephone meetings, emails, and also thanks to the relay of your manager in the field. Likewise, never let your team search for information. It is a sensitive subject of management. Do not leave a communication vacuum, because disinformation will take place and erroneous data, and create tension.
In this sense, a communication policy must be established. If you find that someone is withdrawn or unable to communicate, use a specific schedule for the various conference calls and reports sent by email. If an employee seems to persist in a closed and non-collaborative position, remind them of the agreement reached during the recruitment concerning transparency and regular communication with the hierarchy.
Whenever you start a new project, show that the objectives set are not only linked to the goals sought by the company and its strategic plan. It is necessary to show all of your employees that overcoming certain challenges and doing a job well can be an accomplishment in itself. Inspire people by trying to relate their personal goals to project development. You can rely, for example, on the development of their professional skills, their leadership skills or learning new technologies, new tools or new working methods. Depending on the project and if possible, set up issues that will unite your employees, such as presenting the project to managers if it has brought the expected results.
Never lose sight of the fact that you are one and the same team. The more you strengthen the feeling of belonging by being united, the more efficient and operational your team will be. So devote time to each of your collaborators.
How to create the dream team effect:
- Hold regular meetings in the meeting room or at the café opposite
- Share your vision, be transparent
- Don't forget to celebrate individual and collective successes outside the company
- Promote your team to the hierarchy and to your counterparts
As a manager, you are bound by a duty of reserve. Therefore, some sensitive information should not be disclosed to your team. In general, ban approximate formulas so as not to arouse concern and suspicion. Even if certain circumstances lend themselves to the game of confidences, your communication must be clear and formal. You must remain in your role of the manager so as not to undermine your legitimacy.
However, to inspire trust and respect, you should always be careful to:
- Be the first to bring down important information
- coming from above (nothing worse than learning it from a third party); be the first to notify of a change
- within the team (departure, arrival); Do an annual maintenance
- For each of its employees.
The mission of a manager, commercial or not, is to stimulate a dynamic between several people in order to create a coherent and efficient team, based on exchange and respect. To manage well, you also have to be a good acrobat, juggling between authority and flexibility to gain the support of your employees and create a strong sense of belonging within the company.
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