LEADERSHIP PRINCIPLE – TEAMWORK (SYNERGY ~ MULTIPLY OUTPUT) Together the team is always strong. Leaders see people diversity as enrichment – in a globalized, networked working world, this is more important now than ever. Team¬work – both interdisciplinary and cross-divisional/depart¬mental – is a key factor. Therefore same importance on offering equal opportunities is given to all team members. Leaders promote team spirit, but also honor outstanding individual team member achievements. As leaders their position within the organization are always willing to constructively collaborate with the team members / stakeholders. Leaders are there to help and advise the team members and stakeholders who are new to the organization / system. Leaders aim to permanently integrate team members who are disabled or have health restrictions. That’s why they try to find the right job for every individual, so that skills, experience and knowledge can be applied to the greatest degree possible and further developed. Leaders induct / select new team members according to their attitude, aptitude, qualifications, performance, potential and personality. Induction / selection in organization are work oriented only. The applicant’s gender does not affect personnel decisions, nor do age, ethnicity, disability, religion, or ideology. Fostering Genuine Teamwork (Interdependencies) is Value Based: Genuine Teamwork Must Be Value Based -- Behaviorally Rooted In Shared Values. Team Leaders exert considerable influence over values that fundamentally affect teamwork: 1. Rewards ~ No one must be rewarded for (intentionally) looking good at the expense of another. When staff sense that such behavior is rewarded, they use information in tactical ways that prevent teamwork. Team players are committed to each others success, and in a teamwork culture this value is understood. 2. Trust, Willingness, Interdependencies and Risk ~ At its core, teamwork requires a willingness on the part of individuals to enter into interdependencies involving risk. Trust is fundamentally at stake in such decisions. Widespread teamwork therefore requires many interdependencies and a foundation of trust. Rewards, recognitions, and performance evaluation systems must be developed and administered with sensitivity to the problem of not undermining interdependencies or trust between individuals. 3. Process Innovation ~ it requires open debate about many wrong ideas. 4. Facilitation Skill and Conflict Resolution ~ Team leaders need to learn facilitation skills in order to make people more comfortable resolving conflicts in team settings. 5. Crises Management, Clarifying Responsibility, Uncertainty and Problem Solution ~ Teams, rather than individuals, must be empowered to solve problems. 6. Respect for Facts, Data, and Objective Analysis Is Essential To Foster Teamwork. People are more willing to create interdependencies involving trust and vulnerability when they feel that facts and neutral data are valued. 7. The Complexity Of Administrative Problem-Solving Cannot Be Discounted. Knowledgeable employees know that there are no quick fixes. Solutions ought to be as easy to find as the problems were to identify. 8. Incremental Process Improvements ~ Both large-scale and incremental improvements play a role in improving administrative productivity and service quality. 9. Less Hierarchical Layering ~ Misunderstandings can be corrected more readily in a less layered, less hierarchical organization. 10. More tolerance for work-in-process is needed. In an organization devoted to teamwork and innovation, new ideas can be presented without risk of embarrassment at an early, unpolished stage when mistakes are actually valued. 11. Teamwork improves when people can be critically evaluative of the groups efforts without reprisal, and when managers become more hands on and less authoritarian. 12. Recognition in piloting new systems and innovations affirms the value the institution places on teamwork, for such endeavors usually entail exceptional effort that is team-centered. Leaders have the opportunity to demonstrate vulnerability by admitting mistakes; asking for help and expecting the same in team members. Offering appreciation for the contribution of each team member and encouraging members to do the same supports a high performing team. Characteristics of a High-Performing Team Include: a. Trust; b. Ability to Engage In Healthy Conflict; c. Commitment and Buy-In Around Decisions; d. Accountability to One Another; e. Attention to Results. Reasons for Project Failure: 1) Projects fail when relationships begin to erode. 2) Projects fail when team members dont feel safe with one another. 3) Projects fail when there is no room for differences, innovation or diversity, etc.
Posted on: Thu, 25 Dec 2014 12:12:21 +0000
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