As major organizations have to learn to deal with increasingly rapid change, teams are becoming more and more important. As the traditional, hierarchical school of leadership diminishes in significance, a new focus on networked team leadership is emerging to take its place. Leaders are finding themselves members of all kinds of teams, in¬cluding virtual
teams, autonomous teams, cross-functional teams, and action-learning teams.
Many of today’s leaders face a dilemma: as the need to build effective teams is increasing, the time available to build these teams is often decreasing. A common challenge faced by today’s leaders is the necessity of building teams in an environment of rapid change with limited resources. The process of re-engineering and streamlining, when coupled with in-creased demand for services, has led to a situation in which most leaders have more work to do and
fewer staff members to help them do it.
Research involving thousands of participants has shown how focused feedback and follow-up can increase leadership effectiveness – as judged by direct reports and co-workers (Goldsmith and Morgan 2004). A parallel approach to team building has been shown to help leaders build teamwork without wasting time.
While the approach described sounds simple, it will not be easy. It will require each team member has have the courage to regularly ask for – and learn from – ongoing suggestions from fellow team members.
To successfully implement the following team-building process, the leader (or external consultant) will
need to assume the role of coach or facilitator and fight the urge to be the “boss” or “instructor”. Greater improvement in teamwork tends to occur when team members develop their own behavioral change strategies rather just executing a change strategy that has been imposed upon them by the “boss”.
Read Marshall Goldsmith advise in 14 simple steps here: http://www.stamfordglobal.com/userfiles/File/Goldsmith_Team.pdf