Read Online 6 Habits Of Highly Effective Teams (Amazon Edition) RTF
The benefits of effective teamwork are apparent for any organization that forms teams to conduct its business. In simplest terms, teams are built to add value for the client or other direct beneficiaries of the team’s work. The premise is that a collection of people with complementary skills will produce better results, getting the project done more efficiently and more effectivelythan a process involving independently delegated tasks with little coordinated effort.One of the roles I perform as a manager involves helping my organization establish teams and evaluate their output. On the surface, it may seem to be a rather mechanical process to populate a team with the right people. What needs to occur, one might think, is simply to identify:The skill sets that the team needs.The people who own these skill sets.The respective time availability of these identified people to become engaged in a new team project.When the available and qualified pool has been uncov-ered, there might be a “down-select” from that point using a “best athlete” approach, until all the team’s slots are filled. But for those of us whose job it is to build very important teams with the right combination of talent, other consider-ations enter into the equation:Does this team, as constituted, possess people whose perspectives are broad enough to under-stand and integrate the “bigger picture” organi-zational and client issues that will need to be considered?How much overall project team experience does this team possess? How much of this experience is on projects of a similar size, scope, and com-plexity compared to the one for which this team is being built?Is the team leader’s project management style a good fit with this team?
