Post by ratna479 on May 18, 2024 2:55:46 GMT -5
Of trust. A successful team is built on a climate of trust among its members, remembering that trust is a function of two fundamental elements: character and competence. In practice, a leader who wants to forge a culture of trust needs to: (1) know yourself deeply; (2) make group members get to know each other; (3) keep commitments and ensure that everyone does so; (4) be transparent regarding leadership actions; (5) make all agendas clear and eliminate hidden agendas; (6) ask for constant feedback; (7) apologize and say what you don't know; (8) regularly discuss the processes the team uses; (9) cultivate a culture of listening; (10) bring out the strengths and skills of each team member; (11) celebrate successes; (12) recognize areas where improvement is needed; (13) recognize the people on the team; (14) recognize yourself; (15) provide fun interactions and participate in them.
Chapter 4: defining purpose, process and product. The fundamental lever that moves a team is its purpose, the essential reason that causes that team to exist. It is based on this that its components motivate themselves. In practice, this purpose Jamaica Email List can be translated through a mission statement. And it can be complemented with a vision of an exciting future. Conducting a structured discussion session to define these elements is the leader’s role. Then it's time to define the team's core values, the collective commitments that guide behavior. Next comes the necessary understanding of the role that each member plays in this team and the communication agreements that make the relationship within the team viable. All these institutional statements and principles of action are conceptual and need to be followed by establishing objectives and an action plan.
It is possible to change the order in which each of these elements mentioned is defined depending on the desire and style of the team in question. Chapter 5: establishing the foundation of trust. Agreements on team norms are a good starting point for a positive culture. Such standards must be determined collectively taking into account the goals of the team and individuals. They should be few, memorable and described in a positive way. The team leader should structure one or several sessions with enough time to discuss and establish norms. Everyone must understand what they mean in practice and not in an abstract way, they must be displayed in a visible place and there must be a guardian of their operation who may or may not be the leader.