1. A belief that the entire team is aware of and agrees with the goals of the group.
Question: When was the last ensured whether your team was aware of the goals of the whole team and what their roles are in that? Teams are comprised of individuals, and if not all members are in agreement on the important messages, then there will be forces that pull the team in different directions.
Next step: Schedule meetings with groups, individuals, or entire teams. Ask them to share what they consider they should be aiming for.
2. The team’s name doesn’t have any impact on the outcome.
Problem: Your name is a part of who you are. It’s the same for teams. Contact a team complaints department for help, and the team will. Groups must be represented in a manner that they feel is acceptable and conveys a positive image to those they need to manage outside the unit.
The next step is to conduct an exercise to build the brand of your team. Find out what people think of the team’s current state and what is required to transform. The team and the brand should be an inspiring place to work.
3. The person who is the newest who joins the team is taught by the first person to join.
Problem: Have you had you heard the sound of Chinese whispers? Everyone has their own way of interpreting instructions, and if the training is carried out by a different person each time, the message about how to perform tasks effectively is likely to be diminished. The process of training someone to perform their job properly must be conducted by someone who is aware of the goals of the job and the goal of the group. Paying no attention to the instructions that employees receive during the initial days of their career can mean that bad practices get passed throughout the organization and then ensconced.
The next step is to always be involved in a certain aspect of the course and include training as part of an employee’s job description.
4. Teams have to be controlled
The issue is that teams with high performance have clearly defined goals. However, they don’t require control. There must be regularly scheduled checkpoints, but not in the way that they hinder the progress of teams’ performance.
The next step is to set reasonable performance goals for the team and the goal of evaluating and rewarding work that is accomplished.
5. Teams that appear to be okay from a distance are probably OK.
Problem: All leaders must be aware of any issues that may be underlying within their teams and find ways to address them before they become a problem. In the majority of cases, ignoring problems means that they’ll just grow in the background and hinder the development of the team.
The next step is to build trust between your team members by introducing each member individually when necessary. The team members don’t have to be friends; however, they must be able to be respectful of each other. It is important to ensure that respect is part of the values your team members hold.
6. The leader is smarter than his team.
The issue is that great team leaders understand when to engage with their team members. The team members do their tasks day in and day out, and their input is crucial to the achievement of the team’s objectives. As a leader of the group, you must listen to the views and, when appropriate, take action based on their opinions.
The next step: set up a listening point that has some kind of procedure for your team to pass important pieces of information about the process or product, project, customer, or whatever, in order to take action upon it.
