John Maxwell: The 17 Indisputable Laws of Team Work Module 2: Chapter 3: Week 1 - The Law of The Niche (All Players Have a Place Where They Add the Most Value) When the right team members is in the right place, everyone benefits—good things happen when all the players on the team take the role that maximizes the strengths—their talent, skill, and experience—that’s the power of the Niche. What happens to a team when one or more of it members constantly play out or position? First, morale erodes because the team isn’t playing up to its capability. Then people become resentful. Before long, people become unwilling to work as a team. Then everyone’s confidence begins to erode. And the situation just keeps getting worse. The team stops progressing, and the competition takes advantage of the teams obvious weaknesses. As a result the team never realizes it potential. When people aren’t where they do things well, things don’t turnout well. That’s the Law of the Niche. Having people in the right place is essential to team building. A team’s dynamic changes according to the placement of people: a. The wrong person in the wrong place = regression b. The wrong person in the right place = Frustration c. The right person in the wrong place = Confusion d. The right person in the right place = progression e. The right people in the right places = Multiplication A well run restaurant is like a winning baseball team. It makes the most of every crew member ‘s talent and takes advantage of every split-second opportunity to speed up service. When each person does the job thats best for him or her, everybody wins. Put people in their place The achievements of an organization are the results of the combined effort of each individual. In order to be able to put people in their right places, you need three things: 1. You must know the team—know its vision, purpose, culture, or history. If you don’t know where the team is trying to go—and why it is trying to get there—you cannot take the team to the height of its potential. 2. You must know the situation—good teams builders know where the team is and what the situation requires—for example, when a team is young and just getting started, the greatest priority is often to gather good people. But as the team matures and the level of talent increases, fine-tuning becomes more important. At that time a leader must spend more time matching the person to the position. 3. You must know the players—you must know the person your are trying to position in the right niche.—leaders tend to want to make everyone else conform to their image, to approach their work using the same skills an problem-solving methods—team building does not work like an assembly line. As you work to build your team, evaluate each person’s experience, skills, temperament, attitude, passion, people skills, discipline, emotional strength, and potential.
Posted on: Sat, 05 Apr 2014 10:28:21 +0000
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