Teamwork - A Summary
For several weeks we have discussed the value of a team, focused on the central idea that, “The best person for the job is a team.” This week we are providing a summary of our recent articles to serve as a handy point of reference. The following are the essential team ingredients we have considered together:
Teamwork - Part VI
For several weeks we have discussed the value of a team, surrounding the central idea that, “The best person for the job is a team.” This week we come to a difficult topic that highlights a difficult task: Dismissing team members who are not a good match for the team.
Frankly, in all the years, nothing is more gut-wrenching than removing a member of a team. That said, knowing when to dismiss an individual is an essential skill for leaders who want to develop and maintain effective teams.
Teamwork - Part V
For the past few weeks we have been discussing the value of a team, with the core idea being that, “The best person for the job is a team.”
This week I was talking with a friend who is engaged in the conversation we are having through these emails and various follow-up discussions. This friend made the comment, “Even though I am a small-business owner with only one other staff person, I still have a larger team.”
Teamwork – Part IV
Picking the right team members is an important skill for leadership. Last week we looked at the priority of selection.
This week we emphasize the dual emphasis of building a team with members who have a variety of skills but who share a unified commitment to the mission of the organization.
Teamwork - Part III
In the past two weeks we have confirmed the value and power of teamwork. Today we turn to a key action step for developing effective teams: Selection.
Selecting the right people for the team is a critical step. Great team players can make powerful contributions to the mission of the organization; whereas even one poor choice can seriously derail the entire effort. With that in mind, here are three key attributes to keep in mind when selecting team members. They are listed in priority of importance.
Several years ago I was sitting in a meeting of successful CEO’s where the discussion was focused on hiring a leader for a non-profit we were collectively assisting.
The conversation took a turn when the co-President of a very large and successful clothing retailer made the statement, “The best person for this job is a team.”
On Valentines Day there is a lot of talk about love. OK. What does that word mean?
For instance: It would be a bit of a misnomer to say that I love my wife of 36 years (and I really do!) and then in the next breath to say, "I love chocolate."
I'm just sayin'...
The times we are in require leaders who are not passive.
In fact, history repeatedly demonstrates that some of the greatest injustices have occured simply because leaders were passive at a time when taking a stand could have prevented a downward spiral into disaster.
We live in such a time.*
We need to become leaders who are not passive; leaders who in fact disdain the very thought of passivity.
So exactly what is passivity?