<ul><li>Maxwell offers strategies to build the vision and concrete ways to invest in team members. Each chapter includes the story of a successful team leader and a key principle drawn from his or her success. </li></ul><ul><li>He uses anecdotes and sports analogies to define 17 teamwork principles that he considers "laws": concepts that stand the tests of time, culture, gender and sector. </li></ul><ul><li>The pressure in IAS to perform in competitive marketplaces has placed a premium on teamwork. Problem solving, innovation ,and knowledge-sharing are vital to an our organization’s success and that requires people to interact with others. The weakest link will bring down a team; teammates have to be able to count on one another, etc. Maxwell urges readers to find a mentor, to "see the big picture" and be willing to work hard. </li></ul><ul><li>Most of us realize the value of teamwork, but feel ill-equipped for a team-building role. Changing values and behaviors of individuals means there is no sure-fire way of creating a high-functioning team, but here are some important considerations when forming and managing groups of people. </li></ul>
The best way to predict the future... is to create it.
<ul><li>What effective Teams have in common? </li></ul><ul><ul><ul><li>They comprise multi-skilled, highly-engaged people with a huge willingness to 'go the extra mile' to help each other and the team succeed. We also had clear common goals. The good teams have been fun - an often undervalued quality. </li></ul></ul></ul><ul><li>What makes a good team leader? </li></ul><ul><ul><ul><li>Think of yourself as a coach as well as a team leader and have a genuine interest in developing everyone within the team. Maintain lots of communication, and take an even-handed approach to the distribution of work. I'd also recommend making a fair assessment of individual contributions, linked to interlocking objectives for people who have to work together. Finally, given a choice, get people onto the same site. Virtual teams are fine, but the 'water cooler factor' shouldn't be discounted in maximizing opportunities for team learning and exchange. </li></ul></ul></ul><ul><li>Why do teams generally fail? </li></ul><ul><ul><ul><li>The main reasons include: too many membership changes; a perception that the team goals are impossible; lack of trust, between any or all of the team members, the team leader, and the wider organization; people hiding things from each other; team members worrying about where power lies within the team - should they share information or will this disadvantage them? </li></ul></ul></ul><ul><li>When taking on an existing team, how should you show them you're in charge? </li></ul><ul><ul><ul><li>'Showing them who's boss' is not an approach is recommended. All teams are different, so a one-size-fits-all answer simply won't work. Having some sensitivity for what the team has already achieved is a good starting point. </li></ul></ul></ul>
<ul><li>In the first stages of team building, the forming of the team takes place. The team meets and learns about the opportunity and challenges, and then agrees on goals and begins to tackle the tasks. </li></ul><ul><li>Every group will then enter the storming stage in which different ideas compete for consideration. The storming stage is necessary to the growth of the team. It can be contentious, unpleasant and even painful to members of the team who are averse to conflict. Tolerance of each team member and their differences needs to be emphasized. Without tolerance and patience the team will fail. This phase can become destructive to the team and will lower motivation if allowed to get out of control. </li></ul><ul><li>At some point, the team may enter the norming stage. Team members adjust their behavior to each other as they develop work habits that make teamwork seem more natural and fluid. </li></ul><ul><li>Some teams will reach the performing stage. These high-performing teams are able to function as a unit as they find ways to get the job done smoothly and effectively without inappropriate conflict or the need for external supervision. Team members have become interdependent. By this time they are motivated and knowledgeable. The team members are now competent, autonomous and able to handle the decision-making process without supervision. </li></ul><ul><li>Many long-standing teams will go through these cycles many times as they react to changing circumstances. </li></ul><ul><li>Teamwork is a joint action by two or more people, in which each person contributes with different skills to the unity and efficiency of the group in order to achieve common goals. </li></ul><ul><li>This does not mean that the individual is no longer important; however, it does mean that effective and efficient teamwork goes beyond individual accomplishments. </li></ul><ul><li>In order for teamwork to succeed one must be a team player. A team player is one who subordinates personal aspirations and works in a coordinated effort with other members of a group, or team, in striving for a common goal. Businesses often go to the effort of coordinating team building events in an attempt to get people to work as a team rather than as individuals. </li></ul>When a team of dedicated individuals makes a commitment to act as one...the sky's the limit.
WATCH YOUR THOUGHTS, FOR THEY BECOME WORDS. CHOOSE YOUR WORDS, FOR THEY BECOME ACTIONS. UNDERSTAND YOUR ACTIONS, FOR THEY BECOME HABITS. STUDY YOUR HABITS, FOR THEY WILL BECOME YOUR CHARACTER. DEVELOP YOUR CHARACTER, FOR IT BECOMES YOUR DESTINY.