Team Management

Developing Your Team

Teams are made up of individuals who have different outlooks and abilities, and are at different stages of their careers. Some may find that the tasks you've allocated to them are challenging, and they may need support. Others may be "old hands" at what they're doing, and may be looking for opportunities to stretch their skills. Either way, it's your responsibility to develop all of your people.

Your skills in this aspect of management will define your long-term success as a manager. If you can help team members to become better at what they do, you'll be a manager who people aspire to work for, and you'll make a great contribution to your organization, too.
The most effective way of developing your people is to ensure that you give regular feedback to members of your team. Many of us are nervous of giving feedback, especially when it has to be negative. However, if you give and receive feedback regularly, everyone's performance will improve.Beyond this, our article on Understanding Developmental Needs will help you develop individual team members, so that they can perform at their best.

Tip:

If you have to bring a substantial number of new people into your team, read our article on forming, storming, norming and performing  to learn about the stages you can expect your team to go through. You can do a lot to help your people through this process!

Team Characteristics Associated with Group Performance

Clear Purpose refers to the condition where group members agree on the group's
goals. These shared goals act to spark group effort by providing clear direction and buyin.
(It should be noted that such goals could have been unilaterally set by the leader,
jointly set by the leader and group members, or set by group members independent of
the boss.)

Consensus Decision Making occurs when groups allow all members to express their
opinions and preferences openly and to discuss any disagreement that might exist.
Within the consensus decision-making process, all members are allowed to "have their
day in court" while building a consensus as to which alternative is correct. Some members
may still believe that there is a better alternative but can accept the position taken by
the other group members.

Shared Leadership occurs when such leadership roles as contributor, collaborator,
challenger, facilitator, and controller are carried out by the group members rather than by
the group's leader exclusively. Such shared leadership will vary from situation to situation
and may not always be carried out by the same individual.

Listening reflects the willingness of group members to listen to others in an effort to
achieve interpersonal understanding and facilitate interpersonal sensitivity. Team members
will actively seek out listening opportunities to ensure open channels of communication
are maintained.

Open Communication occurs when group members take advantage of communication
opportunities, openly share their feelings, provide timely and relevant feedback, and
share relevant information with other group members.

Self-Assessment allows groups and their members to assess performance, changing
environments, and existing goals. Such assessment allows groups to determine when
changes should be made to ensure group success.
Civilized Disagreement implies that groups have developed appropriate internal mechanisms
and interpersonal sensitivities necessary to manage the full range of conflicts that
occur within the groups.
Style Diversity occurs when group members are not only tolerant of style and behavioral
differences but also actively seek out those differences necessary to perform and
develop.

Networking reflects group members' ability and willingness to link up with others external
to the group. Such contacts can be drawn upon for information, support, and assistance
when needed to facilitate goal achievement.

Participation by group members in a broad range of group activities and decisions facilitates
member buy-in. Participation also facilitates strategy development and increases
member self-efficacy.

Informal Relations occur within a group environment that can be characterized by a
comfortable and relaxed atmosphere. Under these conditions, interpersonal interactions
are sought out and maintained because members feel comfortable with each other.

Clear Roles and Assignments occur when group members have a clear understanding
of their roles and assignments and other group members also agree.

Willingness to Share allows group members to benefit from the knowledge, experience,
emotional support, energy, and tools/equipment possessed by other group members.

Prepared for Independence increases the probability that group members have the
requisite skills necessary to perform required tasks. This can be achieved either through
formal training, coaching, or self-development.

Structural Support creates a work environment designed to facilitate group performance,
e.g., open communication channels, team-based reward system.

Leader/Management Style relates to the manager's ability to support, encourage,
coach, and empower his or her staff so as to facilitate employee self-confidence, selfmanagement,
and interpersonal interactions.

Learning Environment relates to the degree to which the group/organizational environment
permits group members to learn from their experiences and the experiences
of others.