Marcus Buckingham has studied team performance and concluded that the extent to which team members agree with the following eight statements will predict the degree to which any team will be high-performing. These statements relate to how members feel about their personal participation and interaction with the team. The only valid answers are those expressed by each member regarding his or her own experience.
- I am really enthusiastic about the mission of my company.
- In my team, I am surrounded by people who share my values.
- My teammates have my back.
- I have great confidence in my company’s future.
- At work, I clearly understand what is expected of me.
- I have a chance to use my strengths every day at work.
- I know I will be recognized for excellent work.
- In my work, I am always challenged to grow.
In my view, this field research should cause every leader to pause and ask of themselves several questions:
- Do I as a leader have a well-designed mission? Am I clearly and consistently communicating that mission to my team?
- Am I leading with a core set of values? Am I hiring and adding to the team those who inherently share these same values?
- Do I develop and sustain a culture that fosters winning as a team, while at the same time recognizing and rewarding individual contribution?
- Do I clearly define the objectives and expectations for my team?
- Am I aware of my team members’ strengths and weaknesses? Do I purposefully empower them to drive on their strengths and provide opportunities to challenge them?
High performing teams can be designed when you understand the key parameters involved in constructing a winning team. You no longer need to cross your fingers and rely on luck. If you would like help determining what and how to strengthen any team dynamic, reach out for a conversation.
About the Author: Sandra Dillon is a professional coach and consultant with an extensive background in leadership and business development. She coaches individuals as well as designs and facilitates workshops. She has a passion to help organizations engage all their employees. You can learn more about Sandra by visiting her website at www.shinecrossings.com.
With the Thanksgiving and Christmas holidays fast approaching, the new year will soon be knocking at our doorsteps. What I love about a New Year’s Eve Toast is that it represents a new beginning—a fresh start to new possibilities. Whether a formal declaration is made in the form of a New Year’s resolution or not, I believe the ball drop in New York Times Square causes each of us to reflect on some change we want to make in the coming year that would improve our lives.
Most sales manager positions are filled through the field sales pipeline. Although sales person and sales manager both share the word “sales” in their titles, their roles, responsibilities, skills, and schedules are different unless the sales manager has the dual role of sales. In fact, some highly successful sales people do not enjoy or make the best sales managers. However, if your expertise is sales, and you are now responsible for managing a sales team versus only yourself, below are some strategies that might set yourself up for success in your new role.
they are knowingly over-qualified. These career or job changers initially assumed it would be easy to step down into a position of less responsibility. On the contrary, they were surprised at the inherent prejudice in the hiring process when they routinely encountered managers who were not interested in interviewing an over-qualified applicant.
When you recall those times you were led well, what were some of the affirming behaviors that stood out to you in those leaders? Because leadership is about influence, we are all affected by leadership acting within our lives. We learn about leadership by reflecting and putting into practice those behaviors that we feel were constructive in our success. I share a few traits that I believe great leaders embrace based on my role models. Better leaders do the following:
Leadership & Life Coaching 