Team Leadership - Three Key Functions Part 3

Without clear purpose, process and responsibility a team will flounder and fail.

The value of teamwork cannot be overemphasized. All organizations need habitancy willing to share their ideas, listen to others and be complicated in the question solving process. These habitancy furnish the operational brain to solve problems and shape decisions that enhance doing and buyer satisfaction.

Flounder

The benefits of teams can only be achieved with leadership that performs these three key leadership functions:
1. Setting purpose and direction (Part 1)
2. Establishing team-based process and decision manufacture (Part 2)
3. Fostering accepted and nontraditional responsibility (Part 3)

To help you lead your team over the chasm from floundering to high performance, we elucidate creating responsibility in this article.

Successful teams set up accepted and nontraditional accountability
High doing teams need measurements and feedback; this is a must from the beginning to the end. responsibility is simply wishful reasoning without good measures; there is simply no way for the team to calibrate itself for high performance. Measurements and feedback enable teams to have accountability-more responsibility than can exist in a primary organization. Yes, more responsibility than the hierarchical assosication can deliver! Team responsibility can have four unavoidable components:

• Team doing targets and results
• Team processes factors
• Peer support
• Personal initiative

The accepted responsibility of teams:
Performance-based accountability

Performance responsibility is the accepted kind. It refers to the tangible outcomes desired from the team and spelled out in the lease (See Part One of this set of articles.). Developments of a new product, a new or revised protection procedure, a agenda for overtime allocation or reduced cycle time, are all examples of team outcomes. accepted responsibility is what the team is to perform and deliver to the organization.

Performance Measures:
• Focus on charter-directed goals
• Are customer-based
• Encompass all functions represented on a team
• furnish interim feedback mechanisms

The nontraditional responsibility in teams:

Process Accountability

"Process" responsibility covers how the members work together and administrate their team-based relationships with one another. Process responsibility includes:
• Goal Setting
• communication
• question Solving and Decision Making
• Openness
• Meeting Participation.

Process responsibility requires meticulous definition of key team processes and their measures by the members themselves. At the end og this narrative is a Process estimation Worksheet example.

Process Measures:
• Focus on key team procedures and standards
• Gauge open and timely communication and decision making
• Critique interactions and satisfaction with what is going on
• Gauge implementation of process skills and practices

Peer Accountability.
In a victorious team, members rely on each other to do their part and not let each other down. This is peer responsibility when members hold each other in getting the work of the team done. When team members discuss their expectations of each other, and accept them as "stakes in the ground" among each other then peer responsibility is put into place. Peer responsibility and its derivative, peer pressure, are far more productive then orders from the boss.

Peer hold Measures
• Focus on member expectations of each other
• Look at hand-offs among members
• Put the issue of trust on the team agenda
• Raise the issue of broadened understanding of other functions

Personal Initiative Accountability
Individual responsibility exists when an private member sets a thorough for himself with regard to taking initiative to help the team succeed. Team members, finding what is needed accept a share of the responsibility for results and set the anticipation of themselves to act beyond their usual role or the general call of duty.

For example a mechanical engineer was assigned to a team to redesign an overhead material handling law operating in the middle of machining stations. When the team generated the new design, he realized that the substitution of lighter weight plastics for metal could consequent in a lighter weight and safer system. However, there was tiny knowledge of plastics in the assosication so he took it upon himself to learn more about the application of plastics and did technical cost analyses of substituting plastic for metal. Then he presented his work to the team which incorporated it willingly into their redesign.

The private initiative was fostered by the desire to hold the team in achieving its goals. private initiative may and does occur in the hierarchical organization. But the mixture of a doing challenge and peer relations and hold in a team can originate enhanced personal motivation and initiative.
Individual Initiative Measures

• Are carefully by private team members
• Involve assuming responsibility to help the team perform
• Demonstrated by initiative and going beyond the call of duty
• Focus on private performance which usually involve risk and persistence

In sum, victorious teams discuss and agree to measures and checkpoints to monitor task, process and peer hold performance. They work because they furnish a common focus and language, define and reinforce the team process as well as performance. Without them a team is aimless and will flounder and fail.

Process Questionnaire
To riposte check the thorough point on the scale.
1. I feel about the work of our team.
Highly highly
dissatisfied 1 2 3 4 5 6 7 satisfied

2. How clear were the goals in this session?
goals not goals
apparent 1 2 3 4 5 6 7 very clear

3. I am ________________________to the decisions we made.
strongly strongly
uncommitted 1 2 3 4 5 6 7 committed

4. How much affect did you feel you had on the decision making?
very very
little 1 2 3 4 5 6 7 much

5. How often did you feel other members truly listened to you?
very very
little 1 2 3 4 5 6 7 often

6. How often did you feel habitancy understood what you said?
very very
little 1 2 3 4 5 6 7 often

7. How much cooperation and collaboration did you feel took place?
very very
little 1 2 3 4 5 6 7 much

8. To what extent were members open and leveling with each other about their thoughts and feelings,?
none 1 2 3 4 5 6 7 great deal

9. To what extent did you trust the habitancy in your team?
none 1 2 3 4 5 6 7 great deal

10. select one word describing the atmosphere of your team:_________________________

Team Leadership - Three Key Functions Part 3

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