How teams need a leader and to lead themselves?

Top ten tips for effective teams

Getting a team to work well in today’s pressurised and difficult times is not easy it takes persistence, perseverance and patience not just by the team leader but everyone in it

1.People trust each other and feelings are expressed openly, this is the basis of good communication the art and care of talking about easy subjects easily and difficult subjects just as easily

2.Conflict is worked through, is seen as normal something to be solved, a sign that people both care and have opinions about what should happen

3.Information is shared freely by all, secrets create a secretive and closed environment that only seeks to cause division

4.Objectives are common, everyone is moving in the same overall direction and see the value of doing this

5.Have something worthwhile to aim for, not just a task but work that is valued and appreciated no matter at what level or complexity

6.Know what they have to achieve, each team member knows their part and what they have to do

7.Have time to develop as a unit, time and space is given both to developing the teams understanding of each other and also the maintenance of them all as team members

8.Have members that are clear about their roles

9.Have an appropriate way of working, this is the result of applying 1-8, understanding, clarity and trust, the collection of individuals becomes a team that is really inspired and inspiring to be in

10.Review how they are doing, regularly check how they are doing and take action to keep on track or seek help where it is needed

Working with yet more restructuring

Ever felt that your organisation has had one restructure too many?

I have been working with a number or organisations where this has
been said to me.

So many demands both internal and external, so many changes, so many doubts.

Here often lies the hidden issue.

The issue of uncertainty

For senior leaders in organisations its a balance of demonstrating a clear vision and realising that clarity is not always available to the organisation.

To re-energise the team are you really re-energised, perhaps some space for reflection is required, perhaps some putting everything in context is needed and perhaps the reality is that all of use leaders and followers alike are not totally sure about the future.

Thriving in ambiguity needs curiosity and resilience, care and commitment, acceptance and reality.

Asking and working with the unasked questions rather than avoiding where the people are concerned and fearful.

Real leadership not rhetoric