Two critical aspects I observe while working with organizations are involvement and commitment. Involvement is related to the meaning people find in what they do, and commitment, on the other hand, it is referred to how much they feel they belong. Have you tested involvement and commitment in your team lately?
What is it so difficult for some teams to stay focused on achieving results? It's called self-interest. We tend to take care of ourselves first, before others, even when those others are part of our teams. Moreover, when this tendency of "Me first and then my agenda" prevails, team trust begins to be damaged. In this video, I share three recommendations that leaders can use to reduce self-interest, individualization, and conflict when achieving results.
Self-managed teams are those that have autonomy and a common purpose for deciding how to do work collaboratively. Moreover, accountability and responsibility for the work performed fall on the team. In this video, I share nine essential building blocks of self-managed teams I have seen while working with organizations.
Another important skill that leaders need to cultivate is to develop emotional strength and identify their moods and those of their teams and people around them. The good news is that you can manage your moods if you recognize them and work on them with the help of a consultant.
Trust is the foundation of teamwork, but the reality is that many teams lack trust and don't even bother to build it.
When I talk about trust, I don't mean the ability of team members to predict what the behavior of other team members will be because they have known each other for a long time. Trust is much more complex, and it is based on four pillars, or also known as "pillars of trust."
The quality of your relationships is directly proportional to the quality of your results, or in other words, results are the direct product of the quality of your relationships. Results do not occur alone. Behind each result, people are working to produce it, and you as the leader need to nurture your relationship with those people.
Leaders need to stop looking for ways to motivate their collaborators, and instead find ways to inspire them to seek out their own motivation.
Do you have the ability to inspire your team to transform their current practices and habits?